Public Document Pack
Democratic Services Section Chief Executive’s Department Belfast City Council City Hall Belfast BT1 5GS
16th April, 2015
MEETING OF CITY GROWTH AND REGENERATION COMMITTEE
Dear Alderman/Councillor,
The above-named Committee will meet in the Lavery Room - City Hall on Wednesday, 22nd April, 2015 at 4.30 pm, for the transaction of the business noted below.
You are requested to attend.
Yours faithfully,
SUZANNE WYLIE
Chief Executive
AGENDA:
1. Routine Matters
(a) Apologies
(b) Declarations of Interest
(c) Date and Time of Future Meetings (Pages 1 - 2)
(d) Request to present to Committee -TransportNI and Translink (Pages 3 - 4)
2. Presentations
(a) Committee Roles and Belfast Agenda
3. Governance
(a) Motion Re: Family Friendly City Centre (Pages 5 - 6)
- 2 –
4. Belfast Agenda
Regeneration
(a) Update on DSD: Bank Square Scheme and Permission to Engage on Further Schemes (Pages 7 - 38)
(b) DSD Belfast Streets Ahead - Phase 3 (Pages 39 - 46)
(c) Lagan Canal Trust - Request for support (Pages 47 - 86)
(d) Strategic Drainage Board - Update (Pages 87 - 100)
(e) Rivers Agency - Consultation on Flood Risk Management Plan (Pages 101 - 120)
5. Tourism & Events
(a) Tall Ships - Update (Pages 121 - 134)
(b) City Centre Regeneration - City Animation (Pages 135 - 142)
(c) Cultural Framework - Year 3 (Pages 143 - 154)
6. Operational Issues
(a) Attendance at Events - CIVITAS Study Visit and CIVINET Conference in Belfast (Pages 155 - 162)
To: The Chairman and Members of the City Growth and Regeneration Committee Agenda Item 1c
CITY GROWTH AND REGENERATION COMMITTEE
Subject: Date and Time of Future Meetings
Date: 22nd April, 2015
Reporting Officer: Stephen McCrory, Democratic Services Manager, ext 6314
Contact Officer: Louise Francey, Democratic Services Officer, ext 6077
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report The purpose of this report is to agree the date and time of future meetings of the Committee. 2.0 Recommendation The Committee is requested to agree the date of its future meetings, as recommended within Section 3.5 of the report, together with the commencement time. 3.0 Key Issues 3.1 As Members may be aware, the Shadow Strategic Policy and Resources Committee, at its meeting on 20th March, approved a meeting schedule for April, 2015 in order to facilitate the holding of the first meeting of each of the Council’s Standing Committees.
3.2 It is now a matter for each Committee to set the date and time of its future monthly meetings.
3.3 In order to coordinate with the other Committees, it is suggested that the City Growth and Regeneration Committee meets on the second Wednesday of each month.
3.4 There has been some discussion amongst Members that the starting time of 4.30 p.m. is not suitable for Members who are in full-time employment and that a slightly later starting time might be more appropriate.
Page 1 3.5 If approved by the City Growth and Regeneration Committee, the schedule of meetings for the remainder of 2015 would be as follows, with the commencement time to be determined by the Committee:
Wednesday, 13th May; Wednesday, 10th June; Wednesday, 12th August; Wednesday, 9th September; Wednesday, 14th October; Wednesday, 11th November; and Wednesday, 9th December.
3.6 Financial and Resource Implications None Equality or Good Relations Implications 3.7 None 4.0 Appendices – Documents Attached
None
Page 2 Agenda Item 1d
CITY GROWTH AND REGENERATION COMMITTEE
Subject: Request to present to Committee - TransportNI and Translink
Date: 22nd April, 2015
Reporting Officer: Louise Francey, Democratic Services Officer
Contact Officer: As above
Is this report restricted? Yes No X
Is the decision eligible for Call-in? Yes X No
1.0 Purpose of Report
1.1 To invite TransportNI and Translink to attend a special meeting of the Committee, to which all Members of the Council would be invited.
2.0 Recommendations
2.1 The Committee is requested to consider whether it would wish to invite Transport NI and Translink to present to a special meeting of the Committee, to which all Members of Council would be invited. The date and time of the special meeting would be determined in conjunction with the Chair of the Committee.
3.0 Main report
3.1 Key Issues
3.1.1 Transport NI (formerly known as DRD Roads Service) historically made twice yearly presentations to special meetings of the former Town Planning Committee, to which all Members were invited.
3.1.2 It is now considered that Transport NI should instead present to a special meeting of the City Growth and Regeneration Committee biannually.
3.1.3 The Committee might also wish to invite Translink to present and to answer Members’ questions at the same special meeting in order to get a rounded picture of transport across the City.
3.1.4 The meetings with TransportNI (Roads Service) were considered to be useful and allowed Members to raise a number of issues with the statutory agency directly.
Page 3
3.2 Financial & Resource Implications None.
3.3 Equality or Good Relations Implications None.
Page 4 Agenda Item 3a
CITY GROWTH AND REGENERATION COMMITTEE
Subject: Notice of Motion re: Family-Friendly City Centre
Date: 22nd April, 2015
Reporting Officer: Mr Stephen McCrory, Democratic Services Manager, ext 6314
Contact Officer: Mr Jim Hanna, Sr. Democratic Services Officer, ext. 6313
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report or Summary of main Issues
1.1 To bring to the Committee’s attention the Notice of Motion which was referred to the Committee by the Shadow Strategic Policy and Resources Committee on 20 th March.
2.0 Recommendation
2.1 To consider the Motion and take such action thereon as may be determined.
3.0 Main report
3.1 Key Issues
The Shadow Council, at its meeting on 3rd March, considered the following Notice of Motion which had been moved by Councillor Hanna and seconded by Councillor Attwood:
“This Council notes that city centres which are child and family friendly bring a wide range of benefits including,
• contributing to healthy childhood development; • driving economic regeneration as families spend more time in the City; and • making city centre living a more viable option for families, and thereby contributing to longer-term social regeneration.
The Council commends the work of the Belfast Healthy Cities organisation which has been researching child friendly places since 2011, including the provision of temporary 'Kids Spaces' in the city centre. The Council agrees to harness its new planning, community planning and economic regeneration powers to develop a world class family friendly strategy for Belfast, including the development of ‘Kids Spaces’ in the City centre. ”
Page 5
3.2 In accordance with Standing Orders, the Motion was referred without discussion to the Shadow Strategic Policy and Resources Committee.
3.3 That Committee, at its meeting on 20th March agreed that, since the Notice of Motion referred specifically to the Council’s powers in respect of planning, community planning and economic regeneration and, therefore, fell within the role of the City Growth and Regeneration Committee, it would be prudent for the issue to be referred onwards for consideration and comment.
3.4 Financial & Resource Implications None.
3.5 Equality or Good Relations Implications None.
4.0 Appendices – Documents Attached
None.
Page 6 Agenda Item 4a
CITY GROWTH & REGENERATION COMMITTEE
Update on Department for Social Development: Bank Square Scheme Subject: and Permission to Engage on Further Schemes
Date: 22nd April 2015
Reporting Officer: Trevor Martin, Head of Building Control, ext. 2450
Contact Officer: Stephen Hewitt, Building Control Manager, ext. 2435
Is this report restricted? Yes No X
Is the decision eligible for Call-in? Yes X No
1.0 Purpose of Report or Summary of main Issues
1.1 At the Health & Environmental Services Committee of 3rd September 2014, Members gave permission for the Building Control Service to enter into a partnership with the Department for Social Development (DSD) to carry out work to buildings in the Bank Square area of the city. This offer of a partnership project was a result of similar DSD funded projects the Service carried linked to the improvement of buildings in connection with the Giro d’Italia.
1.2 The project involved works to buildings in the area alongside the current Public Realm Environmental Improvement Works being carried out by DSD in Bank Square. The purpose of the projects was to raise the overall look of the area and prepare the area for regeneration initiatives such as the new ‘Folktown’ market.
1.3 The DSD has now received our audited final report and are delighted, both with the scheme and the partnership with the Building Control Service. As a result they have now written to the Council wishing to engage with us on a much larger scheme in the Rosemary Street and Lombard Street area. We have initially looked at this scheme and carried out an initial scoping survey, assessing the scale, costs and nature of the work. We are satisfied that ‘subject to your approval’, to engage with DSD in a similar partnership. Once DSD have secured the funding the scheme we will be in a position to bring a further report to Committee seeking your approval.
Page 7 2.0 Recommendations
2.1 That the Committee notes the hard work of the Building Control Service on the successful completion of the Bank Square Scheme and grants permission for Building Control to engage with DSD in partnering on a similar scheme for the Lombard/Rosemary Street Area. 3.0 Main report
Key Issues
3.1 The Bank Square scheme was carried out for, and on behalf of, and fully funded by the DSD. They selected both the area and the buildings to be improved and the scheme forms part of their regeneration of the city centre. The input of the Council, through the Service, was to be the delivery mechanism for the scheme through project managing the contract. The costs of the work to the buildings and the Service’s costs in delivering the project were met by DSD. This was not an application scheme driven through building owners and therefore there were no grants involved, but the Council did request a 10% financial input by the owner/occupiers in the Bank Square area. This was to ensure the project conformed to similar schemes such as the Renewing the Routes Project operated through the Council’s Development Department. The project was carried out through a Service Level Agreement for the project which will outline the roles of DSD, and the Council.
3.2 The project involved the preparation of schedules of work for eight buildings in the area and the total cost of the work was in the region of £84K. The works were mainly of a cosmetic nature and included rendering external walls, removal of vegetation and graffiti, cleaning and painting facades and some new signage to the selected buildings. A report on the work including before and after photographs is in Appendix 1.
3.3 The Building Control Service has completed the Improvement Scheme to Bank Square and the Department for Social Development are delighted with the results.
3.4 The Department for Social Development are applying for funding to carry out a larger project in the Rosemary Street/ Lombard Street area and will be formally approaching the Council once funding has been secured for a similar partnership arrangement.
3.5 The Service has looked at the scheme and is confident that it can be facilitated using
Page 8 current arrangements should the Committee decide to take up the offer.
3.6 The scheme permitted the Council to take an active and direct role in partnering with the DSD in regeneration schemes for the City Centre.
Financial & Resource Implications
3.7 All costs were covered by the Department for Social Development. There are no Human Resources implications.
Equality or Good Relations Implications
3.8 There are no equality or good relations issues in relation to our input.
4.0 Appendices – Documents Attached
Appendix one - Report on the DSD Bank Square Scheme.
Page 9 This page is intentionally left blank Re:Store/ Re-Vitalisation Works Completion Report
BELFAST CITY COUNCIL
RE:STORE/ RE-VITALISATION IMPROVEMENT WORKS 2015 TO BANK SQUARE
SCHEDULE OF WORKS COMPLETED
IN PARTNERSHIP WITH
Page 11 Re:Store/ Re-Vitalisation Works Completion Report
Page 12 Re:Store/ Re-Vitalisation Works Completion Report
Sites Completed
SITE ADDRESS
1 3-11 Chapel Lane
2 18 Chapel Lane
3 30-32 Bank Street
4 34-36 Bank Street
5 22-24 Berry Street
6 56-58 Berry Street
7 60-66 Berry Street
8 Berry Street Presbyterian Church
Page 13 Re:Store/ Re-Vitalisation Works Completion Report
3-11 CHAPEL LANE FRONT ELEVATION
Page 14 Re:Store/ Re-Vitalisation Works Completion Report
SIDE ELEVATION
Schedule of Works:-
• Remove shutters • Remove ceramic wall tiling • Render wall and reveals • Re-fit shutters previously removed • Install concrete sills to first floor windows • Provide plywood box to shutters • Re-paint shutters • Paint render to front and side elevations • Provide new signage if required
Page 15 Re:Store/ Re-Vitalisation Works Completion Report
FRONT ELEVATION WORKS COMPLETED
SIDE ELEVATION WORKS COMPLETED
Page 16 Re:Store/ Re-Vitalisation Works Completion Report
18 CHAPEL LANE FRONT ELEVATION
Schedule of Works:-
• Clean down facade • Paint facade • Re-paint shutter
Page 17 Re:Store/ Re-Vitalisation Works Completion Report
FRONT ELEVATION WORKS COMPLETED
Page 18 Re:Store/ Re-Vitalisation Works Completion Report
30-32 BANK STREET FRONT ELEVATION
SIDE ELEVATION
Page 19 Re:Store/ Re-Vitalisation Works Completion Report
Schedule of Works:-
• Clean down facade and remove vegetation • Paint facade • Re-paint signage • Re-paint shutter
Page 20 Re:Store/ Re-Vitalisation Works Completion Report
WORKS COMPLETED
Page 21 Re:Store/ Re-Vitalisation Works Completion Report
Page 22 Re:Store/ Re-Vitalisation Works Completion Report
34-36 BANK STREET FRONT ELEVATION
Schedule of Works:-
• Clean down facade and remove vegetation • Paint facade and adjoining wall • Re-paint signage • Re-paint shutter
Page 23 Re:Store/ Re-Vitalisation Works Completion Report
WORKS COMPLETED
Page 24 Re:Store/ Re-Vitalisation Works Completion Report
22-24 BERRY STREET FRONT ELEVATION
Page 25 Re:Store/ Re-Vitalisation Works Completion Report
SIDE ELEVATION
Schedule of Works:-
Front Elevation • Clean down facade • Paint cornicing and keystone details • Paint window frames • Paint ground floor • Re-paint shutters • Provide new signage if required
Side Elevation • Remove redundant sign and timber • Clean down and remove graffiti • Plaster gable and rub up
Page 26 Re:Store/ Re-Vitalisation Works Completion Report
WORKS COMPLETED
Page 27 Re:Store/ Re-Vitalisation Works Completion Report
Page 28 Re:Store/ Re-Vitalisation Works Completion Report
56-58 BERRY STREET FRONT ELEVATION
Page 29 Re:Store/ Re-Vitalisation Works Completion Report
SIDE ELEVATION
Page 30 Re:Store/ Re-Vitalisation Works Completion Report
Schedule of Works:-
Front Elevation • Clean down facade and remove vegetation • Paint cornicing and window reveals • Re-paint shutters
Side Elevation • Clean down facade and remove vegetation • Paint cornicing and window reveals • Re-paint shutters
Page 31 Re:Store/ Re-Vitalisation Works Completion Report
WORKS COMPLETED
Page 32 Re:Store/ Re-Vitalisation Works Completion Report
60-66 BERRY STREET FRONT ELEVATION
Schedule of Works:-
Front Elevation • Clean down facade and remove vegetation • Paint timber signage boxes • Re-paint shutters • Provide new signage if required
Page 33 Re:Store/ Re-Vitalisation Works Completion Report
BERRY STREET PRESBYTERIAN CHURCH
Page 34 Re:Store/ Re-Vitalisation Works Completion Report
Schedule of Works:- • Clean down facade and side elevation • Re-paint roller shutters • Paint front elevation and high level side elevation • Paint window frames • Paint high and low level metal railings
Page 35 Re:Store/ Re-Vitalisation Works Completion Report
WORKS COMPLETED
Page 36 Re:Store/ Re-Vitalisation Works Completion Report
Page 37 This page is intentionally left blank Agenda Item 4b
CITY GROWTH & REGENERATION COMMITTE E
Subject: DSD Belfast Streets Ahead – Phase 3 public realm scheme
Date: 22 nd April, 2015
Reporting Officer: Gerry Millar, Director of Property and Projects
Contact Officer: Michelle Bagnall, Project Sponsor Officer, ext 3678
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report or Summary of main Issues
The purpose of this report is to remind Members of the DSD Belfast Streets Ahead project and to provide an update on recent progress: in addition, to highlight Council input and position developed to date, ahead of the anticipated planning application for this project.
2.0 Recommendations
The committee is asked to note the contents of this report, in particular:
• As a recap for Members on the Belfast Streets Ahead – Phase 3 as a significant public realm scheme for the city centre;
• The progress in recent months from concept design stage to more detailed designs, and the anticipated submission of a planning application to Council.
3.0 Main report
3.1 This DSD project is a significant public realm scheme aimed at city centre regeneration covering three specific geographic sections:
Section 1: Royal Avenue, from Castle Place to North Street Junction.
Section 2: Library Square and Royal Avenue, including Library Street, Little Donegal Street and Union Street.
Section 3: Cathedral Gardens including Talbot Street, Exchange Street West, Academy Street (part), York Street, Frederick Street and the interface with
Page 39 University of Ulster (existing and new) campus buildings.
3.2 In January 2015 Members of the Transition Committee received a presentation from DSD officials regarding the draft concept design proposals. Following this presentation Council submitted a formal consultation response, as ratified at Shadow Council meeting in February. Since then, the design proposals have been further developed and an anticipated application for planning permission is due to be submitted to Council in April 2015 (See Appendix 1 for further development of Cathedral Garden proposals).
3.3 Key Issues
• The proposals under this public realm scheme fit well with a number of policy areas that Council has identified for the city centre, for example, the need to create a green, walkable, cyclable centre, and it complements the focus in the north of the city centre to create an area of learning and innovation. Furthermore, this project has the potential to have a positive impact on aspects of the emerging draft VCM for the city (See Appendix 2), such as creating an attractive and sustainable place, and the focus around the theme of city development.
• Since the concept design stage some minor changes have been made to the boundary of this scheme. The North Queen Street/Clifton Street junction is being dealt with as part of a road junction enhancement by Transport NI, however there remains a public realm area of work at the North Queen Street/Clifton Street junction, so this should not detract from the scheme. In addition initial work has commenced around a proposal for a pavilion within the grounds of the Cathedral Gardens, which would provide a facility that would offer an opportunity of a café/activity hub. Further work is required to consider the operational and management implications of such a facility, linking closely with council’s Parks Department, in order to identify the best option going forward.
• The budget required for the delivery of Belfast Streets Ahead Phase is estimated between £30-35million. From the initial LGR funding allocation to Belfast City Council to deliver against new regeneration functions, it was clear that it was not possible for Council to deliver a large scale project like Belfast Streets Ahead Phase 3. As a result Council has continued to develop and present the case that this public realm scheme should be treated as a project of regional significance thereby having the potential to secure the necessary budget from central government. Council Members and Officers have recently met with the Minister of Department for Social Development to continue to pursue this case.
Page 40
3.4 Financial & Resource Implications None at present. However continued liaison between relevant council Departments and DSD will be required to ensure whole life costs and resource implications, particularly around BCC maintenance and operational activities, are reflected in the Business Case for this scheme.
3.5 Asset and other implications Section 3 of the design proposals is specific to property of Belfast City Council, namely Cathedral Gardens. Therefore continued input and consideration of the implications for this council site, and wider generation framework for the city centre, is important.
3.6 Equality or Good Relations Implications This is a DSD project and therefore primary responsibility for consideration and addressing equality and good relation implications sit with DSD. However, in the council’s consultation response to concept design proposals we provided feedback and comment in relation to Section 75 groups. 4.0 Appendices – Documents Attached
Appendix 1 – DSD Belfast Streets Ahead – Phase 3, Cathedral Gardens further design Appendix 2 – Emerging Draft VCM for the city
Page 41 This page is intentionally left blank Page 43 Page 44 Emerging Draft Vision 1.0 Create a city in which people love to live, invest, work and visit
Key 1.1 More jobs and a strong economy 1.2 Happy and healthy people & communities 1.3 An attractive and sustainable place Outcome Create more jobs, grow the private Ensure happy, healthy, educated, skilled and An attractive physical space, good Deliverables sector, reduce poverty tolerant people with a good quality of life infrastructure, sustainable & connected
Business & Economy Living Here Working & Learning City Development 3.1 Improve the city living experience 2.1 Attract investment into Belfast 4.1 Address the educational 5.1 Attract tourists We make the city a fun place to be to Belfast We seek targeted funding and inequalities through a variety of cultural, sport, investment into the city We raise the low educational We increase the food and event offerings attainment levels in some number of tourists to 3.2 Improve neighbourhoods areas of the city the city 2.2 Foster business growth in Belfast We create safe, attractive, and vibrant We help to create jobs and income by 5.2 Promote & neighbourhoods with good housing, 4.2 Attract and retain skilled growing the private sector in the city position the city people What we facilities and services We help to attract and retain We develop the city’s need to positioning/ offerings focus on 2.3 Strengthen business relationships 3.3 Reduce the health inequalities more skilled workers and Page 45 Page and promote it We build closer relationships with the We address the health inequalities students together business community and private sector across the city 4.3 Improve skills and 5.3 Key strategic 3.4 Improve community relations employability projects & policies 2.4 Make it easy to do business with We address the divides in the city We ensure we match skills We establish integrated and customer We shape a and promote tolerance in a shared with need in the market focused services and functions competitive city city for all Infrastructure & Services
6.1 Drive physical regeneration of city centre 6.2 Deliver fit-for purpose city 6.3 Ensure fit-for-purpose city infrastructure We develop the city centre into a representative, services We create and maintain a well functioning attractive and connected space We provide efficient and effective transport, sewage, waste, electricity and services for the city digital infrastructure
7.1 Strong city leadership 7.2 Work closer together 7.3 Join up resources and 7.4 Citizenship We ensure buy-in, We work in partnerships that investments Fundamental We ensure citizens are accountability and whole-city have joint governance and enablers of We join up some of our capital empowered, engaged and have success evidence-based decision- delivery processes across all key funding to finance the delivery of ownership of the city’s strategic making stakeholders this plan direction This page is intentionally left blank Agenda Item 4c
CITY GROWTH AND REGENERATION COMMITTEE
Subject: Lagan Canal – Request for support from Lagan Canal Trust
Date: 22 April 2015
Reporting Officer: John McGrillen, Director of Development, ext 3470
Contact Officer: Brian Johnston, Tourism, Culture, Heritage & Arts Unit, ext 3586
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report or Summary of main Issues
1.1 In November 2006 Members approved the establishment of the Lagan Canal Restoration Trust, a not-for-profit company limited by guarantee with charitable status. The main purpose of the Trust is to work towards reopening the canal from Belfast to Lough Neagh. Current priorities include:
- Development of the Union Locks - Feasibility assessments of the Aghagallon village plan - Reinstating the pedestrian route from the Blackstaff River to the Lagan towpath - Development of an EU project addressing climate change in the Lagan valley - Development of the Waterways College
1.2 The Trust currently represents core funding bodies and key interest groups including; Belfast City Council, Lisburn & Castlereagh City Council, Armagh City, Banbridge & Craigavon Borough Council and the Department of Culture Arts and Leisure (DCAL). Other Trust stakeholders include Northern Ireland Environment Agency (NIEA), Department of Social Development (DSD), Inland Waterways Association of Ireland (IWAI), Countryside Access and Activities Network (CAAN), Ulster Waterways Group (UWG) and Lagan Valley Regional Park.
1.3 Financial support from the relevant councils is currently calculated based on the length of Page 47 canal which lies within their area. In 2013-14 this was 18% of the canal amounting to £17,341 of funding. Following the boundary changes, this is now 22% for Belfast City Council.
1.4 At their December meeting of the Council’s Development Committee, Members agreed to provide £4,652.31 towards the costs of relocating the Lagan Canal Restoration Trust’s offices from the Lough Neagh Discovery Centre to Lisburn.
2.0 Recommendations
2.1 Members are asked to agree three annual payments to the Lagan Canal Trust totalling £122,808.84 in the period 2015 – 2018, subject to review of progress on an annual basis.
3.0 Main report
3.1 Key Issues The current funding agreement between Lagan Canal Trust and the relevant councils runs out in March 2015. The Trust has requested a new funding package for the next three year period, totalling £172,560 in 2015-16; £192,190 in 2016-17; £193,472 in 2017-18. Lisburn City Council is expected to contribute 35% of this, DCAL 20% (down from 25% in the last round), NIEA 15% (up from 10%) and Craigavon 8%, the same as previously. Belfast City Council is being asked to contribute 22%, or £37,963.20 in year one, £42,281.80 in year two and £42,563.84 in year three, a total of £122,808.84 over the three year period.
3.2 A business case prepared by Trust staff is included as Appendix 1. The business case proposes an enhanced staffing profile for the organisation in order to deliver on some key priority projects to progress the re-opening of the canal. It assumes a significant uplift in the financial commitment from Belfast City Council in order to meet the commitments agreed by the Lagan Canal Trust Board in October 2014.
3.3 Members will be aware that the council prioritised the work on the Lagan as part of the Investment Programme and some progress has been made in securing resources to re- open the locks within the council boundary.
Financial & Resource Implications 3.4 A request has been made that Council contribute £37,963.20, £42,281.80 and £42,563.84 respectively in each of the next three years, a total of £122,808.84, which would be included in departmental estimates
Page 48 Equality or Good Relations Implications 3.5 There are currently no equality or good relations implications.
4.0 Appendices – Documents Attached
4.1 Appendix 1 - Lagan Navigation Draft Core Funding Business Case, 2015 - 2018
Page 49 This page is intentionally left blank
LAGAN NAVIGATION RE OPENING PROJECT DRAFT CORE FUNDING BUSINESS CASE 2015 – 2018
October 2014
As a scheduled monument within the planning policy framework of Planning Policy Statement 6 “Planning, Archaeology and the Built Heritage”, the canalised sections of the River Lagan and Navigation are afforded protection as an archaeological monument of regional importance.
Page 51
LAGAN NAVIGATION RE OPENING PROJECT CORE FUNIDNG BUSINESS CASE 2015 – 2018 CONTENTS
PAGE NO. DESCRIPTION 3 The Trust’s objectives 4 Benchmarking the 2006 Business Plan 8 The Trust position statement at September2014 10 Business Case core funding- Identification of monetary costs and benefits associated with the 3 options 10 2015 – 2018 Percentage core funding requirements for options 12 Assessment of benefits against Core Funding Business Options 15 Selection of preferred Core Funding option 15 Contributions in kind 17 Risk Appraisal & Adjustment for Optimism Bias 17 Funding management, monitoring and evaluation
APPENDICES 1 Current Governance and Staffing Structure 2 Current Performance Against the 2009 - 2012 Objectives 3 Current Key Operational Objectives 4 Benefits Realisation 5 Core Funding Options 6 Master Plan Phase 1
2 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018 Page 52
PROPOSAL TO RE-OPEN THE LAGAN NAVIGATION CORE FUNDING BUSINESS CASE 2015 TO 2018
The Lagan Canal Trusts principal objective is to re-open the Lagan Navigation.
Current core funding of the Trust previously provided by the four Councils - Belfast and Lisburn City Councils, Castlereagh and Craigavon Borough Councils following agreement on the ‘Super Councils’ and RPA these Councils now become three in terms of the management areas of the Navigation. The remainder of core funding comes from the Department of Culture Arts and Leisure and Northern Ireland Environment Agency. The current round runs out on 31st March 2015. The Trust’s Board determined that a Business Case to support its ongoing activities be prepared and submitted to the existing and potential core funders for the period 1st April 2015 to 31st March 2018.
1.0 THE TRUSTS OBJECTIVES
1. Ensure that all our work is informed by and fits with the Programme for Government and addresses the objectives of our Departmental, current and potential partners and stakeholders; 2. Ensure that the Trust is resourced to deliver a complex programme of work; 3. Develop an important historic and cultural asset which is recognised locally, regionally and nationally as having the potential to make a significant contribution to Northern Ireland’s economy; 4. Contribute to addressing poverty, social exclusion and climate change.
We will do this through;
Conserving, managing and interpreting the natural, built, cultural and industrial heritage of the Navigation; Restoring the historic structures of existing locks whilst enabling their use through providing new lock gates and safety structures (under consent); Reinstate the towpath and create new paths along the whole length of the Navigation between Belfast and Lough Neagh; Connect and extend the National Cycle Network Route Number 9 through the Operational Area giving wider connectivity throughout Northern Ireland; Through a programme of work with specialist advisers, further develop The Waterways College to address; o Generational unemployment through a formal pathway to employment and learning accreditation; o Volunteering, community and educational outreach programmes during the design, construction and maintenance stages of re-opening; o and on-going management and maintenance over a 100 year period; Facilitate linkages between the Navigation, communities and public transport; Contribute to community health and well being opportunities through greater access to leisure, sporting and recreational pursuits Facilitate linkages between existing facilities and additional ones e.g. links to villages in rural areas Provide a range of additional facilities for visitors, walkers and cyclists and mooring points along the Navigation to enable boat usage and other water based activities, features and attractions; Clearly defining the potential for positive social impact in local communities Re-watering the canalised sections along the Lagan through reinstating or repairing the weirs associated with each lock and lateral canal built in the 18th century to enable navigation; Providing a new cascade weir and new lock at Stranmillis to replace the existing pen weir structure (the former lock at this point is lost beneath development) and enable navigation from the tidal Lagan to the river; Providing a new section of canalised navigation between Sprucefield and Moira to replace the section of the Navigation overlaid by the M1 Motorway, including a canalised linkage to the Maze Long Kesh Site;
3 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018Page 53
A programme of silt removal and dredging to reinstate a channel for boat passage; Fully examining the potential the re-opening of the Navigation could have on climate change in the Lagan Valley Develop a digital history of the Lagan Navigation – ‘Just Add Water’ project;
2.0 BENCHMARKING THE 2006 BUSINESS PLAN
2.1 LAGAN CANAL - INITIAL BUSINESS PLAN FOR A PARTNERSHIP ORGANISATION TO PROGRESS THE CANAL’S RESTORATION. At the instigation of the then DCAL Minister, the report was commissioned jointly by Belfast, Castlereagh, Craigavon and Lisburn Councils, the Department of Culture, Arts and Leisure, Inland Waterways Association of Ireland and Ulster Waterways Group in 2005. It was prepared in consultation with organisations with interests in the Navigation at that time, and was presented to the shadow Board of the Trust as a Draft in 2006 by Peter Scott Planning Services Ltd in association with Judith A Annett Countryside Consultancy. The report outlined the context and a governance structure for the Trust to enable the proposed restoration of the Lagan Canal, as it was then referred to, linking Belfast to Lough Neagh. The report presented a series of recommendations to progress the restoration and reinvigoration of the Canal, its towpath and landscape corridor.
2.2 PURPOSE OF REVIEW The Trust was established in 2009. Core funding support over the period April 2011 to March 2014 has enabled work on some of the initial stages of the proposal to re-open the Lagan Navigation. In order to measure performance and to evidence value for money over the current funding period the 2006 Business Case for establishment of the Trust has been used as a benchmark. The case for continuing core funding will rehearse the initial action plan objectives, measure progress and outline the work required in the next three years.
2.2.1 PRIMARY OPTIONS Three primary options were identified in 2006, in respect of the types, lifespan, principal capabilities and scale of organisations appropriate to progress the restoration and, in the case of the third option, operating and marketing the Canal after its restoration. Consideration and agreement on the most appropriate option was critical to the development of this initial business plan, as the decision was to be made which would influence key characteristics of the organisation, including its status, structure, roles, capabilities, staffing and funding requirements. Key features of the three options are summarised in Figure 1.
Figure 1 Organisational Options for Progressing Canal Restoration 2006 Business Plan Primary Type of Lifespan Principal Capabilities Scale of Scale of Revenue Costs Organisation Organisation A. restoration programme planning
Facilitation and period only partner/stakeholder consultation, Small Small Coordination coordination and involvement (e.g. 2 to 4 (e.g. under Organisation securing/managing strategic and partner staff) £200k/year) funding managing projects - mostly undertaken by others B. restoration as A., plus - Modest Modest Implementation period only restoration design and engineering (e.g. 10+ staff) (e.g. £400+k/year) Organisation undertaking restoration and related projects C. restoration as B., plus - Modest to Large Large Implementation and + (e.g. 20+ staff (e.g. £1+m/year at Operation Organisation longer-term operating and maintaining Canal at operational operational stage) operation managing Canal (e.g. user charges) stage) of Canal marketing Canal and related facilities
Consultations with partner organisations and other interested parties, and the consultants’ assessments of organisational requirements, result in the recommendation that Option A: an organisation with primarily facilitation
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and coordination functions and a lifespan limited to the Canal restoration period should be the preferred option. This recommendation would not preclude any future review of the organisation and its achievements resulting in its continuation beyond this initial period.
2.2.2 Principal reasons underlying recommendation The principal reasons for the recommendation of Option A were recognition of the likely extent of partners’ and external funders’ support and funding - in particular, that it would be unlikely, at least in the early years, to gain support for an organisation with the structure, staff and funding required to support the range of technical competences and activities required to directly implement Canal restoration and related works and to operate it post-restoration. Justifications of the recommended Option were; a. organisations comprising public and voluntary sector partners usually being more effective at coordinating and harnessing the resources of their own and other organisations and managing implementation programmes, rather than directly implementing such programmes themselves - and that an organisation with primarily facilitation and coordination functions is likely to be more efficient and cost effective than establishing an “all singing, all dancing” organisation for a limited period and for the primary purposes of canal restoration b. the range and scale of potential risks associated with canal restoration and related engineering/construction projects – there are obvious advantages in such risks being managed by organisations such as local authorities and construction companies, which have proven capabilities and experience of managing such risks c. potential difficulties in convincing strategic funding agencies that the proposed partnership organisation has the necessary resources, capabilities and experience to directly implement Canal restoration works – this would be a key requirement in the case of Options B and C; whereas, under Option A, full advantage could be taken of the expertise within the partner local authorities and commercial sector (e.g. engineering companies) in managing restoration works d. Waterways Ireland as the most appropriate organisation to operate and market the Canal as part of the wider Irish waterways network, following restoration of the Canal – subject to its remit being extended to enable this.
Fig 2 Likely establishment of a governance structure
2.2.3 Staff recommendation at 2006 The report noted that, ‘progressing the restoration of the Canal and its corridor will involve a significant workload and considerable efforts to ‘engage’ communities, canal users and volunteers and provide community benefits. Based on
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the identification of the principal roles and tasks associated with restoration of the Lagan Canal and a review of the experience of similar organisations, its is recommended that a modest staff unit be established to progress the restoration of the Lagan Canal and service the proposed Lagan Canal Restoration Trust. This should comprise –
Core staff - Trust Manager Part-time Administrative Officer Programme development and support staff – Programme Development & Funding Officer Community, Volunteer & Communications Officer
These staff and their principal roles were illustrated as below.
2.2.5 Projected salaries breakdown in 2006, 4 staff, (inc on cost)
Y1 (£) Y2 (£) Y3 (£) Total (£) 3% Increase 3% Increase Admin / Research Officer (part time) £11,162 £11,770 £12,123 £35,055 Manager £40,753 £41,976 £43,235 £125,964 Program Development and Funding £37,818 £38,952 £40,121 £116,891 Officer Community, Volunteer and £34,590 £35,627 £36,696 £106,913 Communications Officer Total £124,323 £128,325 £132,175 £384,823
Commentary on 2006 staffing proposal Only the Manager and Part-time Admin Officer were appointed. These roles, which have not been reviewed since 2006, are being evaluated ad the estimated cost implications are reflected in the staffing costs in this document
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2.2.6 Current staffing requirement The period from 2006 to present day has allowed time to fully realise the staffing needs to 2018 which is shown in this Appendix 1. The Trust is a very different organisation to that envisaged in 2006 and the very complex matrix of competing priorities, as illustrated in the ‘Strategic Pillar’s diagram below which is supported by the board and committees and guides the operational work of officers. Achievements from 2011, driven through the appointment of the current Chief Officer, are shown in 3.0 below.
The current agreed structure and outline of key responsibilities is shown below. It will be noted that this, which represents core funding Option 3, is very close to the structure envisaged in 2006 shown 2.2.3 above but with increased levels of responsibility to meet the Trust and partners objectives to deliver a re opened Navigation within an economic corridor through the Lagan Valley.
Staff Key responsibilities
Chief Officer Contribute to the strategic direction and development of the Trust to meet its objectives; Recommend to the Board and Committees changes to strategies and policies as appropriate; Ensure the organisation addresses in full its obligations - legal, financial and legislative; Work actively with other ‘partnership organisations’ to deliver aims and objectives in relation to funding and the Trust’s 2006 Business Case and the Business Case to Government for Re opening (submitted September 2014). Champion on behalf of the Board, operational and strategic relationships with the NI Assembly and the interface between the Board, operational staff and other public bodies, including Local Councils, agencies and Departments; Develop and oversee strategic partnerships with all relevant sectors; Ensure that the Trust remains a part of, and an active supporter of a number of organisations which support its objectives, and that it works closely with regional and European groupings to achieve efficiencies and greater influence regionally, nationally and in Europe; Oversee production of an annual accounts and reports for the Board and other funders and prepare quarterly reports to the Board; Ensure that organisational, finance, administrative and staffing requirements are in place and are managed to deliver against key objectives;. Ensure that the operational requirements of LCT are delivered on the basis of best available data and evidence; Identifying evidence and innovation needs to support the policy making process and seek funding where appropriate to address gaps; Co-ordinate and oversee responses to consultations on policy affecting the Trust; To drive the delivery of The Waterways College project. Programme To develop the Master Programme in liaison with other stakeholders. and Funding To establish a Programme Management Group (PMG), comprising comprises officers from manager Councils and DCAL and a number of Departments and Agencies as appropriate. The PMG will report to the Chief Officer & Trusts Board, identifying a number of crucial roles that must be allocated in order to ensure proper governance. To liaise with partners and stakeholders to clearly identify and agree their role in delivery of projects which inform the Master Programme to ensure effective management. To ensures the resolution of issues presented by individual Project Steering Groups. To ensure the availability of essential funding and human resources to enable the projects within the Master Programme to proceed on time and within budget. To be an integral part of the Officer-led PMG and liaise with Contract Managers and Project Sponsors on issues relating to the programme and individual projects. To work with the Trusts partners and stakeholder, where required, to develop Project Plans. To manage funding applications for individual projects with the input of partnership and stakeholder groupings To manage input of specialist advisers and stakeholder groupings. To support the Trusts vision and contribute to it by providing strategic direction at programme
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and project level, elevating issues impacting on time, cost and quality to the PMG and Project Steering Groups. To make decisions within agreed decision thresholds. To coordinate and manage the Programme and Projects Risk Registers and Issue Logs. To provide day to day management of the Trust staff, currently 3, ensuring the resources are utilised effectively to meet the Trusts objectives. In the project delivery phases; to process payments and check valuation certificates for individual Projects. To manage the draw down of funding to comply with grant bodies and contractual requirements. Project To monitor, control and report on the budget and resources of projects, ensuring that financial Delivery officer and procurement requirements are met and the project is delivered to budget and on time. To lead, manage and motivate project staff. To manage and oversee the work of consultants and contractors on site. To plan, schedule and track progress of outputs using appropriate tools and to ensure that agreed milestones are met To establish, maintain and review delivery of projects in liaison with funders, stakeholders and Council Officers. Manage and supervise the development and workload of the Part Time Administration Assistant To deputise for the Trusts CO at regional and local meetings Work planning, supervision and management of volunteers To prepare briefs and tender documents and manage contracts with suppliers and consultants. To complete all documentation associated with the duties of the post. To liaise and negotiate with key stakeholders to raise awareness of the Lagan Navigation re- opening plan, its historic legacy, recreational and environmental value. Admin & Reporting to the Project Delivery Officer Finance officer To provide clerical and secretarial support to the Trust Officers in the administration and operation of the Trust; To create, update and maintain financial and company records including preparation of year end accounts and annual returns to Companies House; To compile and report financial management information for the Trust. To carry out word processing duties. To develop, maintain and operate general office administrative, filing and financial systems. To create and manage databases of information as required, using appropriate IT packages. Service meetings as and when required, including drafting minutes, agendas, issuing notice of meetings and making associated arrangements. To assist in the development of promotional literature and activities relating to the Lagan Canal Trust. To assist in planning, organising and running events, conferences, meetings and workshops and preparing the necessary paperwork. To provide administrative support for grant aided projects including the setting up of filing systems, income and expenditure spreadsheets and preparing claim forms. Environmental To work with the Trusts officers and stakeholders to develop a response to the Trusts Intern Environmental Statement at each location along the route of the Navigation where projects are being delivered; To report on the opportunity to mitigate adverse environmental impact; To articulate the potential to increase bio diversity and control aquatic and land alien invasive species.
3.0 THE TRUSTS POSITION IN 2014
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Whilst the recommendation for Option 1 was valid in the 2006 Business Case, the Trust is a very different organisation now, having reacted to a change in direction brought about in 2011 by the current Chief Officer. Recommendations were made to the Board which took the decision to make changes to the fundamental strategic direction of the Trusts operational work programme. The strategic pillars of work to required realise the re opening of the Navigation are shown below.
Lagan Navigation Re opening Access & The Four Strategic Pillars Benefits Interpretation Project based realisation development heritage skills
Natural water Social Formal and storage The Waterways Social pilot project Impact College Participation development & Watercourse Increased bio Learning Management diversity On going Conservation Work with the & knowledge Maintenance economy Rural - Just Add Water Aghagallon Environmental Digital Village History Project Impact Demonstration Projects Physical Impact Savings to the More mature Public waterways Sector in terms of recreational offer Urban - redirection of flood Blackstaff River water from sewage Economic treatment Impact Articulation of land and access Social enterprise Sustaining Investment, requirements Waterways 27 scheduled sponsorship, grants, Monuments matched funding Tourism Master Product Programme Destination Land Management Development Health & well acquisition strategy Planning being impact Stakeholder Detailed Engagement and projects and phasing Re opening in New local Funding and Planning over 15 years 2 phases and visitor investment JOBS over facilities 15 Phase 1 Phase 2 years Belfast to Lough Neagh Lisburn to Lisburn
Key Outputs from 2011
The principal changes were made to fit with the Programme for Government and the needs and opportunities for communities along the whole 27 mile route; this reinforces the Trusts charitable objectives. The key outputs of the changes are; A more robust operational performance framework with a clear and decisive Operational Plan to 2018 which is reported on and reviewed at each Board meeting resulting in; Success in bringing together all five core funders into an agreed operational delivery regime; Development and agreement on an Operational Area for the Trust which see its area of influence covering 64 square miles of the Lagan Valley Research, recommendation and appointment of Jeffery Donaldson MP as the Trusts first Patron in 2011; Success in positioning the re-opening project at the heart of the Assembly through presentations to the Culture Arts and Leisure Committee in 2011 and to the 6 Ministers whose Departmental responsibilities are cross-cutting with the Trust proposals – DCAL, DOE, DETI, DSD, DARD, and DEL; Development of the brief and procurement of preliminary engineering designs and costing in 2011 has rocketed the Trusts programme of work from an awareness campaign in 2010 to a position where the designs can be challenged against their fit with European legislation and are being merged into the forward planning of
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the main agencies which govern water quality, water storage, stormwater management and treatment and environmental standards; Development of the brief and procurement of the Strategic Environmental Assessment and Environmental Report in 2011 which assesses the impact of the above and seeks to reckoned mitigation of the effects and opportunity for increasing bio diversity; Development of a revised brief in 2012 for a Business Case to Government, suspended in 2011 pending the outcome of the above two pillars of research. Close work with the consultants has delivered a very different case from the one envisaged prior to 2010. The current case economically assesses the role of the Trusts programme of work in developing social impact in the Lagan Valley; Statutory and public consultation in 2012 on the draft re-opening plan, SEA and engineering designs. This exercise brought forward a number of issues which were clarified through the development of the Operational Plan 2014 – 2018; Success in broadening the work of the Trust through presentations, establishment of 3 demonstration projects and work with a vast number of delivery organisations which have responsibility for aspects the Lagan Navigation; A move toward greater community involvement through demonstration projects and this work is now a central pillar of the Trust and is on going; Development of The Waterways College - a proof of concept pilot project which has been established with the Trust, Springvale Employment and Learning (SEL) and Lisburn City Council (LCC), Belfast City Council (BCC) and Queens University, Belfast. Based on the Lagan Navigation initially the project will deliver waterways project based teaching and learning in the Trusts Operational Area; The Trust and DCAL Inland Waterways Branch were represented at the World Canal Conference in September 2013 in France to promote Northern Ireland waterways and in particular the Lagan Navigation to a worldwide audience of 16 countries and some 300 delegates; Raising awareness in the Trusts work between 2011 and the present day. Trust officers have made over 201 presentations to community and special interest groups, voluntary organisations, Ministers, NI Assembly Committees and associated groups, Departmental agencies, other Canal and Navigation authorities in Northern Ireland and throughout the UK, the Inland Waterways Association of Ireland, Local Councils and other local Trusts. In 2013 the Chief Officer was invited to work with the Canal and Rivers Trust in England, formerly British Waterways for three weeks and made presentations to 13 canal organisations and societies highlighting the potential of the Irish waterways network; Work with the Assembly’s Stormwater Management Group and its partner organisation in the South of the island has seen the Lagan Navigation being considered as Northern Irelands first potential demonstration project for Natural Water Storage on a catchment scale in Europe. This potential has been endorsed by the Minister for the Department of the Environment; The Chief Officer presented a paper to a European Water Management meeting in Dublin in August 2014 and this has lead to the potential for the Lagan Navigation to become a demonstration project through the Life+ Funding Programme.
The Trust is a very different organisation to the one envisaged in 2006, that report was the foundation of the Trust but its current objectives aligned to the Programme for Government and out partner’s objectives current objectives is a more relevant and respected organisation now.. The table at Appendix 2 examines current performance against the objectives envisaged in2009 when they were first established.
Appendix 3 shows the Trusts current Key Operational Objectives use to ensure operational requirements and performance objectives are met and to report to the Strategy and Policy Committee who scrutinise progress. This table is also used to measure performance with individual team members who have specifically assigned tasks and deadlines.
4.0 BUSINESS CASE CORE FUNDING 2015 – 2018 IDENTIFICATION OF MONETARY COSTS AND BENEFITS ASSOCIATED WITH 3 OPTIONS
Introduction Each of the three options being considered are being assessed from a monetary prospective to ascertain the impact on funding requirements.
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Option 1 Do nothing, cease the core funding and wind down the Trust Option 2 Existing staffing structure and revised expenditure budget Option 3 Fit for purpose structure
Capital Costs There are no associated capital costs with Options 1 & 2. The Trust has acquired the use of Navigations House, Lisburn and will shortly re locate into that premises with a very small budget for relocation being agreed with partners. The costs incurred will be revenue only at this stage but an application for HLF funding to purchase the property as part of the overall Conservation Action Plan for the site including Union Locks and Becky Hoggs lock is being formulated.
Overhead Costs The projected cost of the LCT for the next three years, under the 3 options is as follows:
Three year funding requirement Option 1 Option 2 Option 3 Overhead costs for three years £0.00 460,422.00 558,222.00
EXPENDITURE IMPLICATIONS OF EACH 2015- 2018 OPTION
4.1 Option 1: Do nothing and wind down There would be no costs under this option as the Trust would be wound down and become a volunteer led organisation.
4.2 Option 2: Existing staffing and revised overheads
2015/2016 2016/17 2017/18 Total for period 152,880.00 153,430.00 154,112.00 460,422.00
4.3 Option 3: Fit for purpose staffing and revised overheads
2015/2016 2016/17 2017/18 Total for period 172,560.00 192,190.00 193,472.00 558,222.00
4.4 Comparison with 2006 recommendations for establishment of the Trust
The above agreed cost for submission to funders in 2015/2018 period compared to the envisaged staffing and expenditure costs in 2016 in Fig 1 above, including 10 staff, shown below, reflects good value for money despite the intervening 8 years and phenomenal increase in both strategic direction and achievements. See APPENDIX 1.
2006 Year 1 Year 2 Year 3 Total for period recommendation £200,000 £200,000 £200,000 £600,000
5.0 2015 – 2018 PERCENTAGE CORE FUNDING REQUIREMENTS FOR OPTIONS
Total funding requirements against each do something option are shown below and at APPENDIX 5
OPTION 1 Do nothing, the Trust in its current form is wound up and run as a voluntary organisation.
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OPTION 2 This option includes the Chief Officer, Project Development Officer and Admin & Finance Officer (2.5 officers) with no GIS Officer. The Environmental Science Intern costs are included. The Programme & Funding Manager is not included.
Lagan Canal Trust Governance & Staffing Structure approved by Board June 2013
Trust Board
Finance, Audit & Strategy & Policy Risk Committee Committee From 01.04.2014 From 01.04.2014
Chief Officer
Programme & Funding Manager New post from 01/04/2015 (SCP 35)
Environmental GIS Support Admin & Finance Externally funded Project Delivery Science Officer Officer project officers Officer Intern (SCP 18) (SCP 14)
Core Funder % of 2015/16 2016/17 2017/18 Total Navigation miles managed Expenditure 152,880.00 153,430.00 154,112.00 460,422.00
Belfast City Council 22% 33,633.60 33,754.60 33,904.64 101,292.84 (includes former Castlereagh BC 4% of miles managed)
Lisburn City Council 35% 53,508.00 53,700.50 53,939.20 161,147.70
Craigavon Borough Council 8% 12,230.40 12,274.40 12,328.96 36,833.76
DCAL 20% 30,576.00 30,686.00 30,822.40 92,084.40
NIEA – Built Heritage 15% 22,932.00 23,014.50 23,116.80 69,063.30
100% Total 460,422.00
OPTION 3 THIS OPTION WAS APPROVED FOR SUBMISSION TO FUNDING PARTNERS BY THE TRUST BOARD AT ITS MEETING ON 22ND OCTOBER 2014.
It assumes new staffing structure without GIS Officer. Chief Officer, Programme and Funding Manager, Project Delivery Officer, Admin & Finance Officer (P/T) and Intern.
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Lagan Canal Trust Governance & Staffing Structure approved by Board June 2013
Trust Board
Finance, Audit & Strategy & Policy Risk Committee Committee From 01.04.2014 From 01.04.2014
Chief Officer
Programme & Funding Manager New post from 01/04/2015 (SCP 35)
Environmental GIS Support Admin & Finance Externally funded Project Delivery Science Officer Officer project officers Officer Intern (SCP 18) (SCP 14)
Core Funder % of 2015/16 2016/17 2017/18 Total2 Navigation miles managed Fit for purpose core funding 172,560.00 192,190.00 193,472.00 558,222.00 expenditure requirement Belfast City Council 22% 37,963.20 42,281.80 42,563.84 122,808.84 (includes former Castlereagh BC 4% of miles managed)
Lisburn City Council 35% 60,396.00 67,266.50 67,715.20 195,377.70
Craigavon Borough Council 8% 13,804.80 15,375.20 15,477.76 44,657.76
DCAL 20% 34,512.00 38,438.00 38,694.40 111,644.40
NIEA – Built Heritage 15% 25,884.00 28,828.50 29,020.80 83,733.30
100% Total 558,222.00
N.B In both above options the workload of the Trust GIS Officer post whilst remaining in the agreed structure will in the next three years be an SLA provision from partner organisation/s and will fall under discreet project costs and any other project officers will be funded as required from discreet project funding.
5.1 ASSESSMENT OF BENEFITS AGAINST CORE FUNDING BUSINESS OPTIONS
INTRODUCTION It is often difficult to apply a monetary value to some of the costs and benefits associated with each option;
Option 1 Do nothing, cease the core funding and wind down the Trust Option 2 Existing staff structure with revised expenditure Option 3 Fit for purpose structure and supporting expenditure budget
Non-monetary costs and benefits should not be discounted as being any less important than the monetary values, indeed in many cases they are crucial in the decision making process. For the purpose of this appraisal the benefits
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criteria shown below have been used to evaluate the options and then the rationale underlying the evaluation is further summarised in APPENDIX 4.
Benefit criteria The benefit criteria, which are closely related to the project specific objectives detailed in Section 1, are detailed below:
Criteria 1. Ensure that all the Trusts work is informed by and fits with the Programme for Government and addresses the objectives of our Departmental, current and potential partners and stakeholders; 2. Ensure that the Trust is resourced to deliver a complex programme of work;
3. Develop an important historic and cultural asset which is recognised locally, regionally and nationally as having the potential to make a significant contribution to Northern Irelands economy; 4. Contribute to addressing poverty, social exclusion and climate change.
5.2 Analysis of benefits aligned to each option
Benefit Criteria Option 1 Option 2 Option 3 Do nothing, cease the Existing staff structure with Fit for purpose structure and core funding and wind revised expenditure supporting expenditure budget down the Trust 1.Ensure that all the Trusts Trust would cease to exist This option fails to meet the criteria Extensive work has been done with work is informed by and fits in its current form and as the Trust operations would be Departmental officers and external with the Programme for therefore the aims and constrained by lack of resources in consultants to ensure that Option 3 Government and addresses objectives of the Trust and fully pursuing all the aims of the Trust resource planning takes into account the the objectives of our current core funders and its partners. needs of the Operational Plan. Departmental, current and would not be met. The potential partners and progress made to date will stakeholders; be lost. 2. Ensure that the Trust is Trust would cease to exist Fails to meet the criteria as the Trust This option offers the potential to fully resourced to deliver a in its current form and operations would be constrained by pursue the aims of the Trust and maintain complex programme of work; therefore the aims and lack of resources in fully pursuing all the momentum of the re opening campaign. objectives of the Trust and the aims of the Trust and its partners It affords a level of staffing that will current core funders undertake the key tasks and additional would not be met. The programs required to achieve re opening, progress made to date will ensuring that the organisation is able to be lost. meet funders’ requirements.
3. Develop an important Trust would cease to exist Fails to meet the criteria as it would This option supports the staffing levels historic and cultural asset in its current form and have a more limited capacity to fully required to dedicate the resources which is recognised locally, therefore the aims and develop and implement programmes necessary to fully develop and implement regionally and nationally as objectives of the Trust and such as community engagement, the programmes needed to re open the having the potential to make current core funders fundraising, marketing, and individual Navigation. These include community a significant contribution to would not be met. The re opening projects and to meet the engagement, fundraising, marketing, and re Northern Irelands economy; progress made to date will objectives of its partners. opening projects. The development of a be lost. Regional waterways visitor strategy will be pursued. 4. Contribute to addressing Trust would cease to exist Scores lower as the current staffing Supports the required staffing levels poverty, social exclusion and in its current form and level will be limited in its ability to required to maximize the effectiveness of climate change therefore the aims and fully develop the Trust and re opening the Trusts Chief Officer in terms of strategic objectives of the Trust and campaign strategically while also development. It allows for the necessary current core funders developing and implementing the work amongst key stakeholders to would not be met. The necessary programs such as strategically secure the re opening of the progress made to date will development of The Waterways Lagan Navigation informed by work within be lost. College, the EU demonstration The Waterways College project and social project, full community engagement, impact, the potential EU demonstration fundraising, marketing, and re project in terms of water resource and cost opening projects. savings to the public purse and addressing climate change
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In order to critically assess the case for the funding options benefits evaluation criteria have been developed. To allow for the comparison of options, each criterion has been allocated a weighting out of 100 to reflect its relative importance as follows:
5.3 OPTION WEIGHTING & SCORING
Benefit Weighting Option 1 Option 2 Option 3 Criteria 1 15% 0% 8% 15% Criteria 2 20% 0% 12% 20% Criteria 3 35% 0% 18% 35% Criteria 4 30% 0% 12% 12%
100% 0% 59% 100%
5.4 SELECTION OF PREFERRED CORE FUNDING OPTION
After carrying out qualitative analysis of each of the three short listed options it has been concluded that Option 3 offers the best opportunity to fully pursue the re opening of the Navigation, and associated programmes for community engagement, fundraising, marketing, and delivery of a master programme and individual projects.
Alternative options for delivery of the re opening project outside the current stricture of the Trust have not, at this stage been considered. Until such time as the Trust has a Ministerial steer on progressing the programme of works in full or in part it is not possible to examine alternatives with any confidence.
Preferred option Under this preferred option the projected running costs of the Trust and associated funding requirement showing the RPA changes in year 2015/16 shown in APPENDIX 5.
5.5 CONTRIBUTIONS IN KIND
LCT has many other partners that make Contributions in Kind (CIK) to the project. Some of the ways in which the Trust is supported are outlined below;
Belfast City Council Belfast City Council Tourism Officer and Project Sponsor work closely with the Chief Officer and staff to ensure that programmes are developed in line with the overall aim to re open the Lagan Navigation in particular the new Belfast Sea Lock, the Lagan Gateway Project at Stranmillis and the wider Lagan Corridor.
Castlereagh Borough Council Castlereagh Borough Councils appointed officer works in close liaison with the Chief Officer to ensure that programs are developed in line with the overall aim to re open the Navigation. Ongoing projects to enhance the Lagan include support for developing projects such as the installation of canoe steps on the Lagan and extension of facilities at Lock No 3 to include citing of the ‘Industry’ Barge.
Lisburn City Council Lisburn City Council’s Regeneration Manager works with the Chief Officer and staff in many operational areas from subsidised provision of facilities for meetings and other events, to significant match funding for the clearance and survey works at the Union Locks. The Councils significant input and support contributes to achieving the aim of re opening the Lagan Navigation.
Craigavon Borough Council The Councils Head of Conservation and Heritage and other departments provide support through HR, procurement and budget maintenance which enables the trust to function operationally.
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DCAL and Rivers Agency The Inland Waterways Division works in close liaison with the Chief Officer and staff to ensure that programmes are developed in line with agreed strategic and operational priorities in both organisations. Through DCAL and Rivers Agency essential maintenance of the towpath takes place including recent upgrades to the surface, whilst Rivers Agency provide a vital function in clearing the river of fallen trees and strategic advice on the Navigation.
DCAL has provided additional funding for Outdoor Recreation NI to audit existing recreational facilities in the Trusts Operational Area and the updating and re print of the Lagan Navigation Walking Guide. DCAL has utilised the services of the Trusts GIS Support Officer which has helped to defray costs and provide for additional specialist training. DCAL has funded development of the Master Programme for the delivery of the re opening first phase enabling officers from Waterways Ireland to work with the Chief Officer to detail the scheduling of enabling, delivery and maintenance works. Working closely DCAL and Trust officers align cultural, arts and leisure objectives. The partnership is vital moving forward as DCAL owns substantial assets and in progression the project the effective use of these is of significance.
NIEA The support of NIEA officers becomes more crucial as the project to re open progresses. Through representation on the Strategy and Policy Committee officers can assist with alignment of the Trusts objectives to regional heritage and environmental policy. Both the Built and Natural Heritage sections provide advice on the legislative constraints and guidance on conservation of the important heritage asset that is the Lagan Navigation. This 2014-2015 Core Finding Business Case saw the renewal of core funding which was withdrawn in March 2011.
Lagan Valley Regional Park The Park Manager works closely with the Chief Officer to integrate the objectives and delivery of operational priorities in line with the overall aim to re open the Lagan Navigation. LVRP provides ongoing environmental protection and enhancement of the Navigation tow path from Stranmillis to Union Locks and continued promotion of the Lagan Navigation through interpretation and events.
Inland Waterways Association of Ireland Lagan Branch (IWAI) A vital strategic relationship at Board level has recently been enhanced through the volunteering opportunity which was created in the clearance works at the Union Locks, Lisburn. Attendance at Regional and National events by the Chief Officer and staff has developed a closer strategic partnership. IWAI Lagan Branch continues its ongoing promotion and support for the re opening of the Navigation including sponsorship of events, boat rallies and publicity in its national press.
Ulster Waterways Group Ongoing lobbying for the development of an Inland Waterway Strategy for Northern Ireland and support for the re opening including funding and support for the £9.5M Stranmillis Gateway in Belfast makes this group very relevant to the Trust. It recently provided support funding for the Trust to be represented at the World Canal Conference in France.
Outdoor Recreation NI Promotes recreation along the Lagan Navigation and support for the re opening. The advice from ORNI and representation on the Executive Committee adds to the collective management expertise in the field of recreation and access.
Volunteer Now Is supportive of work to develop a Volunteering Policy and held a round table discussion to promote volunteering amongst the Trusts partners. This contribution is on going.
Volunteering The Trust has a wealth of experience and specialist knowledge on its Board which contributes greatly to resources through their volunteering – effectively, the time donated to attend meetings, workshops, consultations and stakeholder groups giving advice and strategic support and guidance. This is likely to continue, with a greater requirement on Trustees to attend meetings due to their legal responsibilities as directors of a company. This has not been quantified but is nonetheless an economic benefit of the Trust.
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Volunteering opportunities continue to grow as each project is delivered on the ground. The Union Locks project attracted 1,100 volunteer hours over five months from January to June 2013. During the pilot project period 2014 -2016 of The Waterways College it is anticipated that an additional 200 volunteering days will be achieved.
6.0 RISK APPRAISAL & ADJUSTMENT FOR OPTIMISM BIAS
Introduction It is inevitable that an element of risk and uncertainty will be present in almost all options to be evaluated since an appraisal involves making assumptions about the behaviour of various elements of the Trust. The presence of risk and uncertainty may influence the choice of option and therefore the implications must be addressed through the consideration of optimism bias, risk identification and mitigation.
Optimism Bias The Green Book (2003) states that there is a demonstrated, systematic tendency for appraisers to be overly optimistic, referred to as ‘optimism bias’, and to redress this tendency, there is a requirement that appraisals make explicit, empirically based adjustments to the estimates of project costs, benefits and duration. In the absence of more robust evidence from government departments on similar projects from the past, the adjustment percentages used are based on the results of a study by Mott McDonald (2002) into the size and cause of cost and the overruns in past projects.
Optimism Bias has been considered in terms of the next stages of the Trust work based upon Treasury guidance and the steps identified by the Mott McDonald study. It is not considered relevant to apply these to this business case as optimism bias is only applicable to generic project categories covering, for example, standard buildings, standard civil engineering, outsourcing and equipment development.
Identification and analysis of risks The Northern Ireland Practical Guide to the Green Book acknowledges that “no matter how robust the assumptions about risk factors, there will still generally be risks to consider, and there will be uncertainty over the range of possible outcomes.” Therefore, the need exists to identify and analyse the key areas of risk surrounding the continuation of the Trust work and the Trust Risk Policy has been adopted by the Board and will be reviewed annually.
Displacement Displacement refers to the extent to which the Trusts activities displace activity from similar provision elsewhere. The Trust is currently the only partnership organisation coordinating the re opening of the Lagan Navigation from Belfast to Lough Neagh. Furthermore, the Trust will not displace any work that is currently undertaken by the individual Councils or the Lough Neagh Partnership Board. Therefore, displacement is not considered to be an issue for this project.
Project Additionality A project should not receive assistance if the project objectives would be achieved without the public expenditure. In genera,l assisted projects should receive only the minimum assistance required to bring them about, with any excess over the amount referred to as ‘dead-weight’. Additionality is not solely a matter of a project being pursued or not but often partial in the sense that without assistance:
• The project may have been carried out in another location of some lower priority; • The same project may be carried out later; and • A different project may be carried out or the same project on a smaller scale or to a lower standard of quality.
Core funding for the overheads of the Trust is dependant upon the continuation of Local Government and Departmental financial support. Additionality is not an issue and therefore there is a need for government intervention.
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7.0 FUNDING AND CONTRACT MANAGEMENT, MONITORING AND EVALUATION STATEMENT
Economic appraisal requires the provision of project financing, management, monitoring and evaluation.
7.1 Basis for funding percentages
Having consideration of the emphasis and progress of the Trusts work and the implications of RPA it is proposed that the percentages of core funding to support the preferred funding Option 3 are reallocated as shown below.
Apportionment Apportionment following RPA 2015 - Funders Pre RPA years 2014/15 2018
Lisburn City Council 35% 35%
Belfast City Council 18% 22%
DCAL 25% 20%
NIEA Built Heritage 10% 15%
Craigavon Borough Council 8% 8%
Castlereagh Borough Council 4% NIL
7.2 Trust finances The Trusts core, overhead funding budget from funders and grant bodies have, up to now, been processed though Craigavon Borough Council’s (CBC) financial system through a Service Level Agreement.
As part of the new governance structure applied in 2013 the Boards newly established Finance, Audit and Risk Committee will scrutinise expenditure budgets. Records of financial transactions will be made available and kept up to date and the relevant procurement protocols adhered to. All reporting of finances will be carried out in accordance with Companies’ House legislation and the Charity Commissions requirements. The Board has directed that the Chief Officer establishes a business banking facility and this is being finalised. See APPENDIX 1 for new committee structure.
7.3 Contract and services procurement Currently all contracts on behalf of the Trust are procured through CBC. The Board has agreed that the Trust needs the ability to procure contracts and secure grant funding through each Council area for projects located geographically.
7.4 Master Programme and Project monitoring Working with Waterways Ireland the Trust has developed an initial Master Programme which is predicated on gaining three year core funding to support the required enabling activities prior to commencement of delivery Phase 1. On the appointment of the Programme and Funding Manager a more robust programme and project management regime will be established. Monitoring will be undertaken through the Boards newly formed Strategy and policy Committee using its operational planning as a tool for evaluating how effective the key operational objectives are being met and progressed in a timely manner. The programme for Phase 1 delivery of the re opening Belfast to Lisburn is shown at APPENDIX 6
7.5 Core Funding Evaluation The Trusts work will be evaluated at the end of the three year funding period in line with an agreed post project evaluation format. Again this will be carried out with the review of programme and project operational planning and the agreed objectives therein. The Action Plan from 2009 – 2011 is evaluated in APPENDIX 2 which also shows progress on a number of key objectives from 2011 – 2014.
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APPENDIX 1 CURRENT GOVERNANCE AND STAFFING STRUCTURE
Lagan Canal Trust Governance & Staffing Structure approved by Board June 2013
Trust Board
Finance, Audit & Strategy & Policy Risk Committee Committee From 01.04.2014 From 01.04.2014
Chief Officer
Programme & Funding Manager New post from 01/04/2015 (SCP 35)
Environmental GIS Support Admin & Finance Externally funded Project Delivery Science Officer Officer project officers Officer Intern (SCP 18) (SCP 14)
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APPENDIX 2 REVIEW OF THE 2009 – 2012 ACTION PLAN, WHICH INFORMED THE EXISTING CORE FUNDING LEVELS & REPORT ON PROGRESS
Action Plan 2009 – 2013 Position Position at September 2014 2011 Item Action Performance Item Action noted Establish Trust Consultations, Achieved Standing Orders Allows appointment of additional Public Director partners agree to reviewed and agreement on roles and portfolio proceed, responsibilities of all 6 Public Directors agree Articles of Association Secure funding, Partial Business Case drafted The Option 1 recommendation of the 2006 report - and establish Trust funding to secure on going that the funding of 2- 4 staff with budgets of under achieved funding from 2014 - £200k was not fully pursued and this has had a 2017 knock on effect of the Trust being under resourced for some time. This is now being addressed in the 2014 - 2017 Business Case Appoint staff Partial Only 1.5 officers in Agreement to engage Project Delivery Officer on place in 2010. This fixed term contract until March 2013 staff compliment was contemporaneous with the Chief Officer and insufficient to support Admin Assistant contract of employment. the changed Additional staff were envisaged in the Option 1 operational recommendation in 2006 but in a different role - requirements the Community, Volunteer and Communications Officer role has not been yet recruited. Establish Canal Not Friends Group The formation of a Lagan Navigation Friends Group Friends Group progressed will be done when the delivery programme is agreed Pre-Restoration Conservation Plan Not Tasks progressed EIA Not Not required until the planning application stage progressed Site investigation Not progressed Design Not progressed Strategic Not Environmental progressed Assessment (SEA) Consents Not Not required until planning application process in progressed underway Funding strategy Not progressed Developers Not contributions & progressed other support Community & Not Initial Public and These took place in 2012 with the outcomes other consultations progressed Statutory consultations absorbed into the Re opening Framework which is currently being drafted Operational Not planning progressed
20 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018 Page 70
New governance and operational architecture since 2011 Report on progress
Policy development and implementation
Conflict of Interest Policy Safeguarding Vulnerable Adults Policy Child Protection Policy Volunteering Policy
Strategy development
Alignment of the structure of the Board to operational portfolios with recruitment of 6 Public Directors 2012 Development and agreement of risk register Key Performance Objectives reported to the Board as a Standing Item on the agenda since July 2011 ‘Traffic Lights’ reporting system of projects being delivered by others in the Trusts area of influence –reported to the Board to inform operational prioritising Core Funding Business Case 2013- 2014 Funding Case to DCAL 2013 -2014 Business Case to Government Operational Plan 2014 – 2018 Completion of initial 15 year Master Programme for delivery Agreement on and delivery of an ongoing programme of political lobbying Listing of Navigation House and recognition as a Building at Risk Acquisition of Navigation House by Hearth Revolving Fund for use by the Trust Agreement by the Board and development of a partnership with Scottish Canals and Waterways Ireland on joint funding bid potential
Highlights of operational delivery achievements 2011 – 2014 (detailed in Appendix3)
Preliminary Engineering Design and costs commissioned and delivered for 27 mile route in 2012/13 The 27 mile SEA measuring the impact of the above, was undertaken in 2012/13 Two Public and Statutory Consultation progarmmes throughout the Operational Area 2012/13 Site investigations on 8 locks completed/commissioned Conservation Action Planning established as part of each project Lagan Gateway project - BCC supported Lock Keepers Cottage- Castlereagh BC supported Lagan Valley Reg. Park Management Committee supported Aghagallon Village planning demo project being delivered in partnership with CBC and village committee Development of the ‘Just Add Water’ digital history project On going delivery of a wide programme of targeted presentations to communities and other influencers Development of programme of works for urgent repairs to allow the Trust to relocate to Navigation House in 2015 Development and launch of The Waterways College Project – pilot project over 2 years 2014 – 2016 Agreement by the Board and development of a partnership with Scottish Canals and Waterways Ireland on joint funding bid potential Work with partners to examine the potential of re opening works on the Navigation being further informed by an EU pilot project to capture stormwater and contribute to cost savings to the public purse in terms of stopping stormwater being treated and sewage works and attenuating flooding in the Lagan Valley Funding bids. Success with RDPNI, NGO Challenge Fund, DCAL, matched funding from DCAL, all four Councils
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APPENDIX 3 KEY STAFF PERFORMANCE OJECTIVES 2011 - 2015 (Update November 2014)
Objective 1 - To realize full business plan and suite Target date Lead Supporting Cost Budget Update June 2013 Officer Delivery resources implication Period of supporting documentation as a source baseline and to inform funding applications Business Development Business Case rejected and suspended following Board recommendation 1.1 Review of Draft Business Case and Options August 2011 BT Group £N/A Consultant
1.2 Draft Terms Of Reference (TOR) and brief & Commission Strategic Environmental Sept 2011 BT External £40K estimate 2011/12 Completed Assessment (SEA) Consultant
1.3 Drafting of Operational Plan for period 2014 – 2017 April 2014 BT Internal N/A 2013/14 Draft Operational Plan to be discussed at newly formed S&P committee May 2014. Completed and agreed by Board at July meeting.
1.4 Draft TOR and commission Engineering Design and Costings Nov 2011 BT/PS Executive Committee 2011/12 Completed
1.5 Develop Draft Canal Re-opening Plan Jan 2012 BT Executive Committee £N/A 2012/13 Completed for Public Consultation process
Page 72 Page
1.6 Draft TOR for review and roll forward Draft Operational Plan 2011 – 2014 Sept 2011 BT External £NK Completed
1.7 Draft TOR to develop Master Programme for delivery of canal reopening option agreed Sept 2011 BT/PS External May 2012 2012/13 Completed with Board £NK 1.8 Develop TOR for Consultation & Lobbying Campaign On going BT S&P Committee £N/A 2014/15 A draft outline will be prepared internally May 2014
1.9 Draft TOR and commission Marketing & Communication On going BT External £30,000 2014/15 A draft outline will be prepared as above Strategy informed by Business Case
1.10 Commission extension of fly through from Lisburn to Lough Neagh Dec 2011 BT External £30,000 2011/12 Completed. Now included in Engineering and Design contract @ £17K Jan 2012 1.11 Draft Volunteering Policy On going BT Internal £N/A 2014/15 Required to support grant applications. Completed agreed at July 2014 Board meeting
1.12 Draft Safeguarding & Child Protection Policies On going BT Internal £N/A 2014/15 Required to support Springvale pilot project and grant applications. Draft to S&P committee May 2014 and Board July 29014. Completed Agreed by Board. Objective 2 - Strategic working
2.1 Aligning Board reporting structure with strategic partners via Traffic Light System August 2011 BT/PS Internal £N/A Completed
2.2 Work with Board members to create pen portraits to identify strengths and identify any August BT/JS Internal £N/A opportunities for training 2011 Completed August 2012
2.3 Work with Board to develop Programme of Work for Board &Good Governance Workshop BT/JS Internal/ Work on going. 2011/12 Good Governance workshop held Sept 2011 date to be agreed at AGM solicitor/KPMG re VAT Completed and reported to Board August 2012
2.4 Draft Conflict of Interest and Gift Management Policy August 2011 BT Internal/ Est. £300 2011/12 Completed Trust solicitor
2.5 Revise Trust M&A with solicitor June 2012 BT Internal/ Est. £600 2011/12 Put on hold until March 2013 Trust Solicitor 2.6 Develop and agree Terms of Reference for 2 new committees to replace Executive March 2014 BT Internal £N/A 2013/14 FAR Committee agreed by Board October 2014 Committee – Finance, Audit and Risk (FAR) and Strategy and Policy (S&P) S&P for consideration by Board in April 2014
2.7 Review financial management procedures and implement new procedure parallel to CBC 31st March 2014 BT/LC Internal £N/A 2014/15 New procedure in place from 1st April 2014
2.8 Agreement from Board to review bookkeeping and On going BT FAR Committee £N/A 2014/15 Tender for new services providing there is a cost accountancy for Trust saving over CBC centralized costs 2.9 programme of presentation to Minister/officials On going BT/Chair/ Internal £N/A DARD, NITB, DEL completed April 2014. Vice chair DOE, DSD, DFP, OFMDFM being arranged Objective 3 - Operational planning and delivery
3.1a Complete DCAL Landownership Infringement March 2014 BT/JH Internal £N/A Completed March 2014 Page 73 Page
3.1b Develop branding protocol for GIS work internally and externally April 2014 BT/JH Internal £N/A Branding protocol applied to all GIS output April 2014
3.2 Develop project team for delivery of SEA Oct 2011 BT £N/A Completed
3.3 Develop project team for delivery of Engineering Designs Oct 2011 BT £N/A Completed
3.4 Establish Demonstration Project Stakeholder Group to inform development and monitor PS/BT Internal £NK Completed progress Consultation event held June 2013. Public Directors to lead on portfolio issues.
3.5 Re-commissioning of Business Case April 2013 BT RSM McClure Watters £20K The final draft was approved by DCAL. Presentation to Board January 2014
3.6 Identify and liaise with potential funding bodies to raise the profile of re opening the April 2013 Going PS/BT Internal £49K + Successful funding application submitted to Rural Partnership for clearance Navigation matched work at Union Locks. funding from LCC
3.7 Examining potential for a waterways event to celebrate 250th anniversary of the opening September 2013 PS/JW Executive Committee £N/A 2013/14 Completed. Report to Board June 2013 with event in September of the Belfast – Lisburn reaches of Navigation
3.8 Recruitment of volunteer to assist with R&D & Marketing projects through Ulster August 2011 BT Internal Completed Supported Employment Ltd 3.9 Organise Funding and Research seminar Sept 2012 BT £800 2011/12 Decision at April board to invite speakers to NI. Draft seminar programme to Board Aug 2012
3.10 Web site rebuilding and management March 2012 CH/BT External £8K 2012/13 Quotations sought and consultant appointed.
23 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018
3.11 Complete Landownership Database for all non DCAL owned land adjacent to March 2012 BT/CH £N/A Completed April 2012 navigation 3.12 Board skills audit and recruitment of Public Directors Sept 2012 BT Report to Board Aug 2012 3.12A Recruitment of Public Directors October 2012 PS/BT Completed and recommendations made to Chair/Vice for approval by Board Nov 2012 3.13 Review of Standing Orders Aug 2012 BT Report to Board Aug 2012 3.14 SEA Team working BT/PS External consultants £25,000 2011/12 1st report to Board April 2012.Final report January 2013. Work on inclusion into Business Case 3.15 Engineering Design Team working BT/PS External consultants £20,000 2011/12 1st report to Board April 2012 Final report November 2012. Aerial photography outstanding item. See 3.17 below. Work on inclusion into Business Case 3.16 Year end accounting system review and update BT/JS Completed August 2012
3.17 Aerial and UAV image capture and editing team work BT External £17,000 2011/12 1st report to Board April 2012 consultants Video files of dhort dtat capture now in Trust possession for editing – March 2014. Full 27 mile photography still outstanding, contractual problems with provider. 3.18 Development of Master programme for re opening March 2014 BT Internal Est. value £35K 2014/15 DCAL fund support from Waterways Ireland to provide assistance – Jan 2014. A two phased approach – skeleton programme and then detailed programme subject to outcome of meeting with Ministers and appointment
Page 74 Page of Trusts Programme and Funding Manager 3.19 Development of Public Consultation programme and events for re opening plan August 2012 PS/MMcG Internal Completed August 2012
3.19A Public Consultation collation of statutory and public responses and analysis of results November 2012 PS/CH/BT Internal Emerging analysis into Annual Report to Board in Nov 2012 into a report 3.20 Web site development Completed CH/BT External £8K URS appointed 14/05/2012. Final hand over of web site currently underway.
3.21 Just Add Water project development On going PS/BT S&P Committee Draft application circulating prior to lodging with HLF February 2012 PS External consultants £5,000 2011/12 Stage 1 report completed 3.22 Commission VAT advice to inform review of Trust structure 3.23 Fit for Purpose review of Trust aims and objectives and BT Legal Advisors £3.000 2012/13 Necessary for compulsory registration with structure capability EST Charities Commission NI 3.24 Development of Land Acquisition Policy November BT External work £15K 2014/15 DCAL solicitor’s opinion of land ownership has 2014 with Canal & altered time scale of drafting. Research Rivers Trust suspended due to long term absence of GIS (C&RT) FOC Officer. CO to take forward Land and Property challenge with DCAL officers 3.25 Recording of GIS services requests to wider CBC departments April 2012 CH Internal Completed
3.26 Business Improvement Group in CBC support for audit of facilities May 2012 MMcG Internal Completed 3.27 Union Locks project
3.27a Union Locks clearance works - Tender main contract and supervision Completed PS Internal to point of Proposed start on site Feb 2013 completion June 2013 tendering Conservation Action Plan tendered and due to complete in June 2013 3.27b Drafting and tendering Conservation Action Plan for site BT
24 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018
3.28 Draft final Re opening Framework (now replaced by Operational Plan completed in house May 2014 BT External support for £4,500 2014/15 Framework will be informed by presentation to Minister Nov – March 2015 copywriting Editing and preparation of final report for print and presentation to DCAL Minister 3.29 Review, commissioning and re print Walking Guide August 2013 PS Internal/print 2013/14 COMPELTED.
3.30 Acquisition and renovation of Navigation House, Union May 2014 BT External TBC Tenancy agreement approved by Board Oct 2014 Locks, Lisburn to deliver offices for the Trust, a visitor hub Hearth Revolving – effective Dec 2014. and a centre for teaching and learning Trust Work with Hearth to devise work programme for phase 1 of building renovation to allow the Trust to take up the lease IT planning for the building Site visit by NIEA natural heritage to make recommendations on garden restoration and tees and foliage removal from site Utilities connections 3.31 Implement recommendation of Conservation Action On going BT/PS 2014/15 Work with LCC to secure long term lease of Plan at Union Locks site. 25 year lease from LCC to Trust Page 75 Page Clearance and survey at dry cut - Obtain Scheduled Monument Consent for work to stabilize lock chambers. Cross section cut through fill in Dry Cut by URS to identify position of built structures Tender survey and report on Becky Hoggs and Union Locks dry cut Draft development agreement for below with DCAL Obtain SMC for clearance at Becky Hoggs lock and dry cut at Union Locks Obtain Schedule 6 Rivers Agency consent for works at Becky Hoggs Lock Seek grant assistance for stabilization through RDPNI 3.32 Submit formal expression of interest in hosting World Canal Conference 2017. Now On going BT internal £N/A Work with Councils to develop bid -LCC/BCC/CBC. LCC and BCC agreement taken over by Inland Waterways Association Ireland. (March 2014) to move forward. Meeting held with Visit Belfast Jan 2014 to progress. This idea has now been adopted by IWAI and the work progressed by them
25 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018
3.33 Stakeholder Groups meetings On Going PS internal £N/A Lisburn community meeting held early December 2013, 30 attendees Arrange meetings with demonstration projects at Aghagallon - early 2015
3.34 Drafting of Core Funding Business Case December BT internal £N/A Completed 2013 3.35 The Waterways College. Work with Springvale On going BT Internal and £N/A 2014/15 LCT/SEL Framework Agreement in draft Employment and Learning to develop Framework Agreement until March Springvale and Programmes in draft and training programmes and maintenance regime at Union 2016 LCC Work with LCC/DCAL/NIHE to secure land for Locks to inform pilot project over two year from 1st April projects 2014. Procedures and policies being drafted Establish governance for pilot project TWC champions being formally assigned TWC Project Partnership being assembled TWC partnership Board being assembled 3.36a Develop partnership with Scottish Canals and On going BT Internal and 2014/15 Principle agreed with both territories seeking Waterways Ireland to develop The Waterways College LCC/Sc and WI pilot projects in Glasgow and Dublin. Page 76 Page 3.36b Develop partnership benchmarking project with On going BT Internal/LCC 2014/15 Principle agreed next meeting February 2015 Scottish Canals and Waterways Ireland to inform Interreg project
3.37 Applications to UAHS/NIEA committee for Scheduled Monument locks to become On going BT Internal £N/A Successful bid for three locks in Aghagallon and Navigation House to date structure at risk 3.38 Targeted applications for funding the re opening of the On Going BT/PS LCC, CBC, BCC Matched Targeting; Navigation funding HLF – Application to be submitted Dec 2014 will be for ‘JAW’ project required Interreg – Application being considered from NIEA – Joint application for above partners NIEA Challenge Fund 2014 and this DARD – Rural Development Funds re-open in will be 2015, a number of locks considere DSD – Application to Rivers Agency for d for each vegetation clearance projects project Landfill Tax Credit review underway RDPNI Space and Place Fund LIFE + considered for Lagan Valley climate
26 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018
change project 3.39 Blackstaff River Project On going BT internal £N/A 2014/15 Research into joint project to clean up Blackstaff River and improve footpath from Lagan Tow Path at Gas Works. Initial work to map River and frontages. 3.39 Research into social impact measurement December BT Internal £N/A 2015/15 Major research project into KPI development for 2014 measurement of social impact on waterways re opening 3.40 DCAL Land and Property Asset identification On going BT internal £N/A Informed by the Infringement mapping, this work will proceed when challenges to L&PS have been satisfied 3.41 Work with NIEA/Rivers Agency/ BCC/LCC to input On going BT internal £N/A Draft phase 1 programme from WI will be used as details into Master Programme a base programme 3.42 Draft Core Funding Business Case 2015 - 2018 On going BT internal £N/A 2015/18 Completion November 2014
3.43 Community Asset Transfer project On going BT DSD, DRD, DTNI, £n/a 2014/15 Meetings to examine potential for transfer of NIHE and NI land to Trust through CAT for operational work Page 77 Page water and public access enhancement 3.44 Development Aghagallon Locks Project On going BT/PS Partnership with £12K 2014/15 Viability study of connecting village to towpath CBC and AC From CBC and clearance/survey project Group 3.45 Charity Commission Ni registration 27th Nov BT S&P Committee £N/A Submission for application to register Trust as NI 2014 charity 3.46 Lisburn Visitor Hub site application to HLF July 2015 BT S&P Committee £N/A 2015/18 Development of masterplan for Lisburn visitor hub site Development of brief for landscape architect – 7 elements of the site; 1. Conservation Action Plan for whole site from Blaris Road to Union Bridge, Lisburn 2. Navigation House, stable block and grounds 3. Union /Becky Hoggs locks and weir engineering works methodology and costing 4. Car parking at Premier Inn 5. Dry Cut project at Union Locks 6. Car parking at Blaris Road site
27 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018
7. Lock keepers cottage 8. Car parking at Becky Hoggs lock Ecologists report brief Development of gazetteer Contribute to Craigavon Borough Council On going BT internal £N/A Monthly management meetings Conservation &Heritage management team Acting company secretary role On going BT internal £N/A
Participation in IWA Lagan Branch, Blackwater Partnership On going BT/PS IWAI £N/A and Lagan Valley Regional Park meetings Identification of staff training through individual business On going BT internal £N/A 2014/15 Training arranged – planning Microsoft Project and other applications GIS Landweb services Ongoing development of Continuing Professional and Personal Development plans Safeguarding and Child protection training to be arranged Page 78 Page Financial management Lobbying Cadcorp training for GIS officer Volunteering Management by PD Officer Fire Officer Training by PD Officer Risk assessment training by PD Officer Grant funding seminar attended by PD Officer Objective 4 - LCT Business support
4.1 Web site maintenance 0n going PS Internal £N/A Frequent updating 4.2 Accounts and audit maintenance On going PS/BT Internal £N/A 4.3 Trust Company House record keeping On going PS Internal £N/A 4.4 Board, Finance Audit and Risk and Strategy and Policy On going PS/BT Internal £N/A Bi Monthly and quarterly meetings Committees support 4.5 Maintain supply of LCT Walking Guides externally 0n going PS External £N/A Close contact with Guide outlets and replenishing
BT Brenda Turnbull, Chief Officer PS Peter Scott Project Officer Legend GIS Support Officer – vacant post Black - completed Green – on going Part time admin/finance officer - vacant post Orange – general confidence in ongoing progress Red - lack of confidence in resources to complete
28 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018
APPENDIX 4 BENEFITS MANAGEMENT & REALISATION
The Trust is working to fully articulate the benefits of the re opened Navigation. The realisation and management of this is being evolved through work with Belfast City Council is the approach is as follows;
1. Identifying benefits to provide arguments for investments Manage demand on limited budgets; Focus on high impact and high priority benefits to maximise use of resources; Deliver service improvements particularly through the Natural Water Storage initiative; Thinking about the whole spectrum of social, environmental and economic impact.
2. Benefits Plan realisation through joined up working Align delivery with the Trusts and partners needs and priorities; Identify changes which support benefits realisation; Eliminate silos between Departments, Agencies, internal and external teams; Shared responsibility across government/Statutory, Private, Community and Voluntary sectors;. Avoid duplication of work; Appoint Benefits Owner(s) to ensure benefits are delivered, monitored and measured.
3. Execute plans Facilitate and manage change; Keep stakeholders involved; Provide training and education; Communicate, communicate, and communicate.
4. Review progress Monitor progress against benefits baseline before change started; Identify where benefits are not being realised and take remedial actions; Update and outline benefit realisation plan included in the Operational Plan.
5. Evaluate to demonstrate success Measure impact to determine what is worth the effort and what isn’t, now and in future projects; Share lessons learned; Share success .
The table below presents the emerging anticipated benefits of the re opening project, the activities to be undertaken in realising the benefit, the timing of activities and highlights the individual/organisation responsible for the activities. An important aspect is for the Trust to work closely with other key stakeholders to implement the activities which need to be taken to realise the benefits. These include continual monitoring to ensure targets are met.
Benefit to be Achieved Activities Undertaken to Timing of Organisation/Individual Pursue/Realise Benefit Associated Responsible for Benefit Activity Realisation QUANTITATIVE
Job creation and training Capital works programme/ Pre and post The Waterways College / LCT places created maintenance planning and The capital works Board / Project Steering Group Waterways College
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Benefit to be Achieved Activities Undertaken to Timing of Organisation/Individual Pursue/Realise Benefit Associated Responsible for Benefit Activity Realisation New apprenticeship places Capital works programme/ Pre and post maintenance planning capital works
New volunteering Capital works Pre and post opportunities programme/maintenance capital works planning and The Waterways College
New community outreach Capital works Pre and post programmes programme/maintenance capital works planning and The Waterways
College
New educational outreach Capital works Pre and post
programmes programme/maintenance capital works
planning and The Waterways College LCT Board / Project Steering Improved social enterprise Capital works Pre and post Group opportunities programme/maintenance capital works planning
Increases in visitor facilities Capital works programme Pre and post Marketing of towpath and its capital works environs
Stimulation of private sector Capital works programme Pre and post enterprises Marketing of towpath and its capital works environs
Increase in visitor spend along Capital works programme Pre and post the route Creation of new enterprises capital works
Reduction in deprivation Capital works programme Pre and post Creation of new enterprises capital works
Improvements in Health and Capital works programme Pre and post Well-being Creation of new walking / capital works cycling routes Development of linkages with other walking / cycling routes in Ireland
Increased understanding and Capital works programme Pre and post appreciation of waterways Marketing strategy capital works
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Benefit to be Achieved Activities Undertaken to Timing of Organisation/Individual Pursue/Realise Benefit Associated Responsible for Benefit Activity Realisation QUALITATIVE
Physical and social renewal Capital works programme Pre and post LCT Board / Project Steering capital works Group
Managed industrial heritage Capital works programme and Pre and post
increased understanding of capital works heritage benefits by communities and business along the route
Attenuation of flooding in the Capital works programme and October 20015 - Lagan Valley potential EU LIFE+ Programme 2018
grant support
Improved connections Capital works programme Pre and post
between the Navigation and capital works Development of linkages with local communities other local communities
Improved recreational / Capital works programme Pre and post leisure opportunities capital works
New connectivity to Lough Capital works programme Pre and post LCT Chief Officer/ Board/SEA Team Neagh/inland waterways of capital works Ireland
Environmental Impacts Strategic Environmental Continuously Assessment
It is acknowledged that meaningful baselines will need to be established for each specific benefit and specific targets put in place for benefit realization.
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APPENDIX 5 CORE FUNDING OPTIONS
PERCENTAGE FUNDING REQUIREMENTS ACCORDING TO MIELS MANAGED FORMULA FROM EACH PARTNER
OPTION 1 Do nothing, the Trust in its current form is wound up and run as a voluntary organisation.
OPTION 2
This option includes the Chief Officer, Project Development Officer and Admin & Finance Officer (2.5) with no GIS Officer. The Environmental Science Intern costs are included. The Programme & Funding Manager is not included.
Lagan Canal Trust Governance & Staffing Structure approved by Board June 2013
Trust Board
Finance, Audit & Strategy & Policy Risk Committee Committee From 01.04.2014 From 01.04.2014
Chief Officer
Programme & Funding Manager New post from 01/04/2015 (SCP 35)
Environmental GIS Support Admin & Finance Externally funded Project Delivery Science Officer Officer project officers Officer Intern (SCP 18) (SCP 14)
Core Funder % of 2015/16 2016/17 2017/18 Total Navigation miles managed Expenditure 152,880.00 153,430.00 154,112.00 460,422.00
Belfast City Council 22% 33,633.60 33,754.60 33,904.64 101,292.84 (includes former Castlereagh BC 4% of miles managed)
Lisburn City Council 35% 53,508.00 53,700.50 53,939.20 161,147.70
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Craigavon Borough Council 8% 12,230.40 12,274.40 12,328.96 36,833.76
DCAL 20% 30,576.00 30,686.00 30,822.40 92,084.40
NIEA – Built Heritage 15% 22,932.00 23,014.50 23,116.80 69,063.30
100% Total 460,422.00
OPTION 3
THIS OPTION WAS APPROVED FOR SUBMISSION TO FUNDING PARTNERS BY THE TRUST BOARD AT ITS MEETING ON 22ND OCTOBER 2014.
It assumes new staffing structure without GIS Officer. Chief Officer, Programme and Funding Manager, Project Delivery Officer, Admin & Finance Officer (P/T) and Intern.
Lagan Canal Trust Governance & Staffing Structure approved by Board June 2013
Trust Board
Finance, Audit & Strategy & Policy Risk Committee Committee From 01.04.2014 From 01.04.2014
Chief Officer
Programme & Funding Manager New post from 01/04/2015 (SCP 35)
Environmental GIS Support Admin & Finance Externally funded Project Delivery Science Officer Officer project officers Officer Intern (SCP 18) (SCP 14)
Core Funder % of 2015/16 2016/17 2017/18 Total2 Navigation miles managed Fit for purpose core funding 172,560.00 192,190.00 193,472.00 558,222.00 expenditure requirement Belfast City Council 22% 37,963.20 42,281.80 42,563.84 122,808.84 (includes former Castlereagh BC 4% of miles managed)
Lisburn City Council 35% 60,396.00 67,266.50 67,715.20 195,377.70
Craigavon Borough Council 8% 13,804.80 15,375.20 15,477.76 44,657.76
33 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018Page 83
DCAL 20% 34,512.00 38,438.00 38,694.40 111,644.40
NIEA – Built Heritage 15% 25,884.00 28,828.50 29,020.80 83,733.30
100% Total 558,222.00
N.B In both above options the workload of the Trust GIS Officer post will be an SLA provision from partner organisation/s and will fall under discreet project costs and any other project officers will be funded as required from discreet project funding. APPENDIX 6 MASTER PROGRAMME
PHASE 1 OF THE RE OPENING BELFAST HARBOUR TO UNION LOCKS, LISBURN Start End Task Duration Date date Secure Protected Route Status 18 months 06-Apr-15 19-Aug-16 Prepare Consultant Short List 8 months 20-Jul-15 04-Mar-16 Prepare Consultant Brief 3 months 20-Jul-15 09-Oct-15 Advertise for Consultant interest 2 months 12-Oct-15 04-Dec-15 Process responses 3 months 07-Dec-15 26-Feb-16 draw up short list 1 week 29-Feb-16 04-Mar-16 CSR 2016 - 2018 39 months 07-Apr-16 05-Apr-19 1st Phase Design 37 months 11-Apr-16 11-Feb-19 Appoint Consultant 6 months 11-Apr-16 23-Sep-16 Tender for design and EIA 3 months 11-Apr-16 01-Jul-16 Consider tenders 2 months 04-Jul-16 26-Aug-16 Appoint Consultant 1 months 29-Aug-16 23-Sep-16 Commission Surveys 18 months 24-Oct-16 09-Mar-18 Topographic 6 months 24-Oct-16 07-Apr-17 Hydrometric 6 months 24-Oct-16 07-Apr-17 Site Investigation 7 months 24-Oct-16 05-May-17 Habitat & species 18 months 24-Oct-16 09-Mar-18 Design Phase 1 18 months 24-Oct-16 09-Mar-18 Initial Design 10 months 24-Oct-16 28-Jul-17 Hydraulic model 6 months 10-Apr-17 22-Sep-17 Detailed Site investigation 4 months 31-Jul-17 17-Nov-17 Environmental mitigation 3 months 31-Jul-17 20-Oct-17 Abstraction agreement 3 months 31-Jul-17 20-Oct-17 Detail Design 5 months 23-Oct-17 09-Mar-18 Statutory consultees 6 months 25-Sep-17 09-Mar-18 Environmental Impact Assessment 19 months 24-Oct-16 06-Apr-18 Habitat assessment 18 months 24-Oct-16 09-Mar-18 Design assessment 3 months 31-Jul-17 20-Oct-17 Public Consultation 2 months 23-Oct-17 15-Dec-17 Statutory consultees 6 months 25-Sep-17 09-Mar-18
34 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018 Page 84
Start End Task Duration Date date Environmental Impact Assessment 4 months 18-Dec-17 06-Apr-18 Planning Process 13 months 12-Feb-18 11-Feb-19 Prepare Planning Drawings 3 months 12-Feb-18 04-May-18 Construction Management Plan 3 months 12-Feb-18 04-May-18 Environmental Management Plan 3 months 12-Feb-18 04-May-18 Identify land take 3 months 12-Feb-18 04-May-18 Prepare EIS 3 months 12-Feb-18 04-May-18 Prepare Scheduled Monument Applications 3 months 12-Feb-18 04-May-18 Submit for planning 1 months 07-May-18 01-Jun-18 Planning consideration 9 months 04-Jun-18 08-Feb-19 Planning approved 1 day 11-Feb-19 11-Feb-19 CSR 2019 - 2021 & 2022 - 2024 Submission 6 months 14-May-18 30-Oct-18 Preparation of submission 3 months 14-May-18 03-Aug-18 Submission 1 day 06-Aug-18 06-Aug-18 Submission process 3 months 07-Aug-18 29-Oct-18 Submission approval 1 day 30-Oct-18 30-Oct-18 CSR 2019 - 2022 39 months 08-Apr-19 05-Apr-22 Secure Land {CPO} 12 months 03-Dec-18 01-Nov-19 Prepare contract documents 4 months 03-Dec-18 22-Mar-19 Construction Phase 1 82 months 31-Oct-18 12-Feb-25 Contractor appointment 12 months 31-Oct-18 02-Oct-19 Contract brief 1 months 31-Oct-18 27-Nov-18 Invite contractor interest 2 months 28-Nov-18 22-Jan-19 Process applications 2 months 23-Jan-19 19-Mar-19 Draw up short list 1 months 20-Mar-19 16-Apr-19 Invite tenders 3 months 17-Apr-19 09-Jul-19 Assess tenders 3 months 10-Jul-19 01-Oct-19 award contract 1 week 02-Oct-19 02-Oct-19 Contract 70 months 03-Oct-19 12-Feb-25 Mobilisation 2 months 03-Oct-19 27-Nov-19 site clearance 3 months 31-Oct-19 22-Jan-20 Construction 65 months 20-Feb-20 12-Feb-25 Grand Opening 01-Mar-25
It is assumed that Phase 2 will require a similar timescale although this has yet to be fully scoped.
35 | P a g e Lagan Canal Trust Core Funding Business Case 2015 - 2018Page 85
This page is intentionally left blank Agenda Item 4d
CITY GROWTH AND REGENERATION
Subject: Strategic Drainage Board – Update Paper 1
Date: 22 April 2015
Reporting Officer: Gerry Millar, Director of Property and Projects
Contact Officer: Gerry Millar, Director of Property and Projects
Is this report restricted? Yes No
Is the decision eligible for Call-in? Yes No
1.0 Purpose of Report or Summary of main Issues
1.1 To update the Committee on strategic drainage issues facing the City and the approach from DRD to address these matters including the role of BCC. 2.0 Recommendations
2.1 To note the issues and progress regarding strategic drainage and the implications for city growth. 3.0 Main report
Key Issues
3.1 A Strategic Drainage Infrastructure Programme Board has been established by DRD and has now held two meetings.
3.2 In essence the Board has been established to address major drainage infrastructure issues. The future economic development of Northern Ireland and the Greater Belfast area cannot continue without a significant improvement in the capacity of its drainage infrastructure. The existing wastewater infrastructure, including the Duncrue Wastewater Treatment Works, is not sufficient to allow for a significant level of new development whether commercial or housing.
Page 87
3.3 The inaugural meeting was concerned with introduction to the subject, details of challenges including future growth and demographics, climate change and protection of the environment, flooding risk as well as funding and the increasing likelihood of infraction of EU legislation and consequent fines.
3.4 To resolve the issue in Belfast means funding of an overall scale of around £750m broken down into 1% for a Strategic Plan 9% Design & Supervision and 90% Delivery of Works which will be over a 10 year period. There is some scope in reduction of this with new technologies being trialled in Dublin and Glasgow but still a £500m plus programme.
3.5 The Programme Board is charged with devising a plan with no commitment to any capital funding from organisations represented.
3.6 Current representation on the Board includes DRD, NIW, Rivers Agency, DOE, Transport NI, SIB as well as Council. Invitations will also be extended to DETI/INI due to potential impact on economic development. If Corporation Tax reform is implemented and acts as a stimulant to investment this become more critical.
3.7 The second meeting considered a draft Terms of Reference and a Project Initiation Document which were accepted as working agreements subject to change as the project develops.
3.8 In summary, 15 work packages have been identified (see Appendix 1 attached) which highlights lead organisations and others who need to be involved. BCC is not a lead organisation on any work package but will provide input to many packages (at least 8 No as things stand).
3.9 The Council’s input is particularly related to:
• Preparation of Local Development Plans • Planning Control • Management of the Lagan Weir • Management of the River Lagan aeration system (which degrades pollution entering the Lagan) • Off Street Car Parks (which may need to be modified to contribute to storm
Page 88 separation and /or include storm attenuation) • Recreation and Access (parks may require modification to provide flood pathways, flood storage, flood barriers) • Ownership of other lands • Public engagement and communication
3.10 Obviously the upgrading of this infrastructure along with other major items such as the electrical grid and transport is a fairly fundamental aspect of any successful city. All of these issues can restrict or support economic growth.
3.11 Even if sufficient funding is raised the implementation of works and consequent economic disruption will need carefully handled. It is therefore important that we already have this recognised on our Plan on a Page and can add further detail as things develop.
3.12 The role of the Council in this issue will in my view only grow and involve a range of directorates in the existing and any new Council arrangements. Committee is asked to note that infrastructure is a key component of any successful City and is noted on the City Council’s Plan on a Page (see section 6.1 of Appendix 2) and needs serious consideration in any future proposals for City growth and regeneration.
3.13 Financial & Resource Implications None
3.14 Equality or Good Relations Implications None
4.0 Appendices/Documents Attached Appendix 1 Strategic Drainage Board - DRD Work Packages Appendix 2 Strategic Drainage Board - Emerging City VCM; Plan on a Page
Page 89 This page is intentionally left blank Page 91 Page 92 Page 93 Page 94 Page 95 Page 96 Page 97 Page 98 Emerging Draft Vision 1.0 Create a city in which people love to live, invest, work and visit
Key 1.1 More jobs and a strong economy 1.2 Happy and healthy people & communities 1.3 An attractive and sustainable place Outcome Create more jobs, grow the private Ensure happy, healthy, educated, skilled and An attractive physical space, good Deliverables sector, reduce poverty tolerant people with a good quality of life infrastructure, sustainable & connected
Business & Economy Living Here Working & Learning City Development 3.1 Improve the city living experience 2.1 Attract investment into Belfast 4.1 Address the educational 5.1 Attract tourists We make the city a fun place to be We seek targeted funding and inequalities to Belfast through a variety of cultural, sport, investment into the city We raise the low educational We increase the food and event offerings attainment levels in some number of tourists to 3.2 Improve neighbourhoods areas of the city the city 2.2 Foster business growth in Belfast We create safe, attractive, and vibrant We help to create jobs and income by 5.2 Promote & neighbourhoods with good housing, 4.2 Attract and retain skilled growing the private sector in the city position the city facilities and services people
Page 99 Page What we We help to attract and retain We develop the city’s need to positioning/ offerings 2.3 Strengthen business relationships 3.3 Reduce the health inequalities more skilled workers and focus on and promote it We build closer relationships with the We address the health inequalities students together business community and private sector across the city 4.3 Improve skills and 5.3 Key strategic 3.4 Improve community relations employability projects & policies 2.4 Make it easy to do business with We address the divides in the city We ensure we match skills We establish integrated and customer We shape a and promote tolerance in a shared with need in the market focused services and functions competitive city city for all Infrastructure & Services
6.1 Drive physical regeneration of city centre 6.2 Deliver fit-for purpose city 6.3 Ensure fit-for-purpose city infrastructure We develop the city centre into a representative, services We create and maintain a well functioning attractive and connected space We provide efficient and effective transport, sewage, waste, electricity and services for the city digital infrastructure
7.1 Strong city leadership 7.2 Work closer together 7.3 Join up resources and 7.4 Citizenship We ensure buy-in, We work in partnerships that investments Fundamental We ensure citizens are accountability and whole-city have joint governance and enablers of We join up some of our capital empowered, engaged and have success evidence-based decision- delivery processes across all key funding to finance the delivery of ownership of the city’s strategic making stakeholders this plan direction This page is intentionally left blank Agenda Item 4e
CITY GROWTH AND REGENERATION COMMITTEE
BCC Response to Rivers Agency Consultation on Flood Risk Subject: Management Plan 2015-2021
Date: 22 nd April 2015 Siobhan Toland, Lead Operations Officer, Health & Environmental Reporting Officer: Services Department, Ext 3261
Contact Officer: Valerie Brown, Environmental Health Manager, Ext 3301
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report or Summary of main Issues
1.1 The purpose of this report is to advise Committee of the Department of Agriculture and Rural Development’s (DARD) consultation document on its draft Flood Risk Management Plan (FRMP) and the Council’s proposed response to the consultation (attached as appendix A). The full consultation can be viewed at www.dardni.gov.uk/consultation-on- draft-flood-risk-management-plans ; it closes on 22 nd June and Rivers Agency propose to have the final plan in place by December 2015.
1.2 The main objectives of the Flood Risk Management Plan are: To inform the implementation of land use policies to prevent flooding To reduce the likelihood of flooding, where possible taking into account economic and environmental factors To raise the awareness of flood risk and planning for an emergency response and recovery The FRMP contains plans for each of the three River Basin Districts and within these sub- sections it has identified specific measures for 20 significant flood risk areas (SFRA); Belfast, which is located in the North East Basin, has been ranked highest of the 20 SFRA in Northern Ireland. This assessment was based on the strategic flood maps published by Rivers Agency at the end of 2013. The Belfast SFRA summary is from page 301 to 342 in the consultation document. It provides an overview of the history of flooding in the area, a
Page 101 summary of the existing flood protection works, details of potentially significant flood sources and an assessment of the different flood risks and potential mitigation measures. In parallel with the development of the draft FRMP, a Strategic Environmental Assessment (SEA) and a Habitats Regulatory Assessment (HRA) were also carried out and have been reviewed as part of the consultation.
1.3 This report is also linked to the update report from director of Property and Projects on the Strategic Drainage Board and work streams.
2.0 Recommendations
2.1 • Members are recommended to agree the proposed consultation response to the draft FRMP. 2.2 • They are also asked to agree that an internal officer group be established bringing together chief officers from the current directorates for Planning, Property and Projects and Health and Environmental Services. The purpose of the group would be to develop an integrated one council approach to engaging with the drainage agencies and others so as to influence effective land use policies and ensure a strategic and coordinated approach is taken to incorporating flood mitigation measures into the future development and regeneration of the city. 2.3 • It is also recommended Members invite Rivers Agency to the June Committee to give a short presentation on Flood Maps (NI), an interactive map viewer that would enable Members to access the latest flood hazard information for Belfast. 3.0 Main report
3.1 Key Issues The Draft FRMP The purpose of the Flood Risk Management Plan is to provide a holistic, structured approach to the management of flood risk in Northern Ireland and to inform decisions on reducing the adverse impact of flooding on human health, economic activity, cultural heritage and the environment. The plan includes a number of objectives for the management of flood risk and introduces proposed measures for achieving those objectives under the following themes: • Prevention : avoiding construction of houses and industries in flood-prone areas including the application of Planning Policy Statement 15 ‘Planning and Flood Risk’ (PPS15); adapting future developments to the risk of flooding; promoting appropriate land-use, agricultural and forestry practices.
Page 102 • Protection: taking approaches, both structural and non-structural, to reduce the likelihood and impact of floods including maintenance of existing drainage and flood defence networks; new flood alleviation schemes; catchment based and surface water management including promoting Sustainable urban Drainage Systems (SuDS) • Preparedness : informing the public about flood risk and what to do in the event of a flood; flood emergency response arrangements and exercising these; community engagement and building resilience; individual property protection and flood recovery/insurance/welfare issues. There are four main sources of flooding – fluvial flooding from rivers, coastal flooding from the sea, surface water/pluvial flooding and flooding from reservoirs. Belfast is under threat from all these sources and in particular has a long history of surface water flooding dating back to the early 1900s. The draft plan does not include areas at risk from reservoirs as this information will not be available until the completion of the draft Reservoirs Bill which is going through the NI Assembly legislative process at this time.
It is estimated that £24m of resource expenditure and £36m of capital investment is required by the Drainage Agencies each year to maintain the drainage infrastructure in Northern Ireland and to execute a programme of flood alleviation projects to reduce flood risk. This excludes the operational costs in relation to emergency planning and the administration of PPS15 as well as the costs of other organisations including the emergency services, local councils and others who play a significant role in flood response.
Flood Risk in Belfast Flooding is a significant risk to Belfast. It is generally accepted that the city is likely to experience more regular flooding in the future and in urban areas surface water flooding may increase due to the development of green spaces and the paving of gardens and driveways. Deforestation, agricultural draining and land management practices will also increase conveyances and flows in watercourses and increase flood risk lower down the catchment areas. Climate change predictions also suggest a rise in sea level, an increase in winter precipitation and an increase in the frequency and intensity of extreme rainfall events. The plan identifies the following risks A large proportion of the city centre lies within the ‘undefended’ coastal floodplain potentially leading, in extreme circumstances, to an area of around 2km 2 within the city centre being inundated to depths in excess of 2m. The present value of damage to the city centre from such an incident is calculated at £29m.
Page 103 Detailed modelling has reduced the number of properties identified as at risk from flooding from the sea from approximately 8000 properties to 2500 properties. Rivers Agency has appointed consultants to undertake the Belfast Tidal Risk Study and this is due to be completed by July 2015. The plan acknowledges that the tidal risk to Belfast is very real and needs to be managed. Up to 9800 properties are potentially at risk of flooding from rivers and around 6000 of these properties are also at risk of flooding from the sea. Over 5000 properties are at risk from watercourses in a major flooding event with the present value of damage from such an event calculated at £63m.
Response to the Consultation Document The proposed response is constructive and makes it clear that the Council is broadly content with the methodology, objectives and measures. However it has suggested a number of changes to highlight things which could be incorporated in the plan to increase the potential impact of the mitigation measures. It has also highlighted alterations that are required following local government reform, the transfer of local planning to councils, soon to be followed by regeneration, and the current issues in relation to funding for emergency planning and community resilience work. The response has suggested that the governance and implementation arrangements in the draft FRMP should be reviewed to take account of the fact that planning and future regeneration responsibilities will significantly impact on how the measures in the FRMP are implemented. It has highlighted that Belfast City Council is working with the community and city stakeholders to identify outcomes and produce a Development Plan for the city. It will be important for processes and effective arrangements to be established in the FRMP to ensure flood risk mitigation measures are considered and integrated in the future development and regeneration of Belfast. The response also calls for greater integration in flood risk management planning and specifically refers to the fact that the plan does not clearly identify the links and synergies between the work of a number of strategic groups mentioned in the plan, in particular the Flood Investment and Planning Group, the Strategic Drainage Infrastructure Programme Board and the Storm Water Management Group.
Belfast City Council Approach The Director of Property and Projects represents the Council on the Strategic Drainage Board. This group, in developing a Strategic Drainage Infrastructure Programme (SDIP), has recently identified a number of work packages. These work packages are closely
Page 104 related to achieving the objectives of the FRMP and mitigating the flood risk in Belfast. It is proposed therefore that chief officers from relevant directorates across the Council form an internal working group to understand the synergies in both the FRMP and the SDIP so as to maximise the benefits of integrated working in the future development and regeneration of the city.
Members are advised that there will be internal officer liaison and coordination within the current directorates for Planning, Property and Projects and Health and Environmental Services and linked to the Strategic Drainage Board council representation so as to influence effective land use policies and ensure a strategic and coordinated approach is taken to incorporating flood mitigation measures into the future development and regeneration of the city.
Financial & Resource Implications A number of the mitigation measures and governance / communication structures mentioned in the plan require significant input from Belfast City Council and the city’s resilience forum (Emergency Preparedness Group) of which Belfast is a key partner. Members will note that in recent government cuts the DoE withdrew its funding for 2015/16 for local government emergency planning including circa £90,000. The Chair of the Local Government Chief Executives Group has written to DoE regarding the wider implications of the withdrawal of the funding and the issue has been included in the Council’s response to the consultation on the FRMP.
Equality or Good Relations Implications Considered by DARD as part of the consultation process.
4.0 Appendices – Documents Attached
• Link to consultation document on the Draft Flood Risk Management Plan www.dardni.gov.uk/consultation-on-draft-flood-risk-management-plans . • Appendix 1 - BCC Response to the Consultation on the Draft Flood Risk Management Plan • Appendix 2 - letter from rivers Agency to CX
Page 105 This page is intentionally left blank
Consultation Response Form
Consultation on the Draft Flood Risk Management Plans including, the Strategic Environmental Assessment and Habitats Regulatory Assessment.
Your details
Name: Belfast City Council Postal address c/o Valerie Brown, Environmental Health Manager, The Cecil Ward Building, (including Linenhall Street, Belfast, BT2 8BP postcode):
Email address: [email protected]
Please select from which of the following groups you belong to:
Individual Individual at perceived flood risk Utilities/Infrastructure provider Business sector Consultant / contractor Environmental management Academia/Research Farming / land management x Local Government Central Government Leisure/tourism Manufacturing Transport / navigation Developer Other ( please specify below )
Page 107 After the 6 month consultation period we will publish our response document and will let you know what people have said, how we have taken their comments into account and what changes will be made before we publish the final FRMP by 22 nd December 2015.
Freedom of Information Act 2000 – Confidentiality of Consultations Please note that your response and the responses of others to the consultation may be disclosed on request. The Department can only refuse to disclose information in exceptional circumstances. Before you submit your response please read the paragraphs in the consultation document on the confidentiality of consultations which provide guidance on the legal position about any information given by you in response to this consultation.
Page 108 Questions on the Draft Flood Risk Management Plans:
Question 1
Do you agree that, using the methodology noted, the draft plan highlights the most significant flood risk areas in each of the three River Basin Districts? x Yes
No
If not, please give your reasons below.
Question 2
Do you understand and agree with the objectives as described in the draft plan?
X Yes
No
If not, please give your reasons below.
We are broadly content with the objectives and their associated activities however we would suggest: - Under economic activity: o There could be a reference to loss of agricultural land and the impact on livestock (unless a separate objective is made for animal welfare) o The economic damage should include damage to infrastructure itself as well as the costs of recovery i.e. repairs, cleaning etc. - Under human health and social objectives: o Reference should be made to raising awareness of the dangers of flood water (or change ‘raise awareness of the consequences of flood risk’ to ‘raise awareness of the impact and dangers of flood risk’) o A mental health and wellbeing reference should be included. Alternatively it might be more appropriate to rationalise and combine the objectives to provide a clear and concise statement of intent, for example The flood risk management plans will Contribute to a strong economyPage and improved 109 health and social wellbeing by: • Minimising damage to property, businesses (including farms and agricultural businesses) and infrastructure • Minimising disruption to transport and other important services Question 3
Do you agree that there is the right balance between the social, economic and environmental objectives? x Yes
No
If not, what could be done to redress the balance?
Yes, however the balance might be more obvious if the objectives were reformed into a clear statement of intent which recognises the synergies between the three elements. For example: The flood risk management plans will Contribute to a strong economy and improved health and social wellbeing by: • Minimising damage to property, businesses (including farms and agricultural businesses) and infrastructure • Minimising disruption to transport and other important services • Prioritising investment in mitigation measures in order to maximise economic benefits and social wellbeing • Optimising the economic return on flood risk management investment • Minimising the costs associated with recovery from flooding • Protecting the environment from the impact of flooding
Question 4
Do you agree with the proposed measures identified for each of the significant flood risk areas?
Yes x No
If not, what would you change and why?
The Council is mainly content with the flood alleviation measures being divided into the 3 areas of prevention, protection and preparedness. However when looking at the detail of the measures it is concerned that the plans do not take account of recent reforms in local government. The changed structures, with 11 new councils and functions such as planning and regeneration either moved or moving to local government, will significantly impact on how the measures in the plans are implemented. Belfast City Council, like the other 10 councils, is responsible for leading community planning. It is working with the community and city stakeholders to identify outcomes and produce a local development plan for the city. It will be important for processes and effective arrangements to be established to ensure flood
Page 110 risk mitigation measures are considered and integrated in the future development and regeneration of Belfast. This will be particularly important if the plan is to achieve its objectives in terms of economic activity, protecting the environment and health and social wellbeing.
Consideration will need to be given as to how the Rivers Agency Planning Advisory Unit will link in with the 11 new councils and how the new planning arrangements will impact on the application of PPS 15. Other partnership and governance arrangements detailed in the consultation document will also require to be reviewed as certain forums no longer exist, for example, the Local Government Emergency Management Group (LGEMG). The Sub-regional Emergency Preparedness Groups will continue to meet while a review of local government civil contingency arrangements is carried out on behalf of the Local Government Chief Executives Group but there is still some uncertainty as to what future arrangements will look like, particularly as DoE has withdrawn its emergency planning funding for councils, funding which is used to enable councils to support the coordination and communication activities and some mitigation measures referred to in the FRMP.
The Council welcomes the way in which the costs of implementation have been set out in the plan and assumes that following the consultation the detail and costs associated with the recently approved Individual Property Protection Scheme will also be included in the local plans.
In terms of further development of the plans it is suggested that the processes for implementation should be more clearly defined. Section 8.2.2 of the consultation document refers to ‘Greater integration with all flood protection, drainage and watercourse infrastructure providers in developing joint schemes with multi benefits’ and ‘A proactive, strategic approach, in the development of flood protection measures and work programmes’ and it refers to the strategic Flood Investment and Planning Group but it is unclear in the plans how the agenda of that group integrates with local development and regeneration agendas, or with the other strategic groups. The governance arrangements and joint working between agencies although much improved since the serious flooding in 2012 still appear slightly disjointed and the links and communication between the numerous groups mentioned in sections 4.3 and 4.4 of the consultation document are unclear. It is suggested that the links, along with the integrated processes should be more explicit in the final FRMP, particularly the links to the Sustainable Infrastructure Programme Board as there will be significant synergies between the plan and the Strategic Investment Infrastructure Programme. This alignment and integration will be important in maximising the benefits from flood mitigation measures. Alignment between the FRMP and Council Local Development Plans will also be important in directing investment to maximise impact.
Previously the Council suggested there may be benefits in merging a number of the groups at a strategic level to establish a single forum or overseeing organisation to harmonise the work that is currently being undertaken by the drainage agencies and effectively connect with other organisations such as the councils to support working towards strategic and comprehensive integrated planning approaches to flood alleviation in local council areas. The FRMP alludes to a recently formed group the Strategic Drainage Investment Programme Board. If the role of this group is to bring
Page 111 together work to improve drainage infrastructure and mitigate against flooding this should be clearly detailed in the FRMP.
Page 112
Further to the general comments above the following are additional specific suggestions
- Under flood prevention there should be measure activities regarding: o Raising awareness with the new council planning departments of their flood risk zones but also areas where development in non flood risk areas could cause increased flooding in those zones, i.e. have a knock on effect (this may include a catchment wide approach) o Designating watercourses which are currently undesignated but which have been identified as directly contributing to flooding. It may also be helpful to consider the usefulness of temporary flood defences which could be deployed to protect properties on a wider geographical basis e.g. large scale flood barriers, hesco bastions and geo barriers. - Should catchment based management fall under flood prevention and include reference to land use planning, sustainable agricultural land use and countryside management to reduce flood risk elsewhere within the catchment? - Under flood prevention surface water management the measure activity could be extended to say: promote the application of Sustainable urban Drainage Solutions (SuDS) to all new developments and to all alterations being undertaken where SuDS could be added retrospectively to add benefit, particularly large public funded works (the ongoing maintenance of these systems would also need to be considered). - Should individual property protection fall under flood protection rather than preparedness? - Under flood preparedness - community engagement; it is suggested that the regional community resilience work to develop community emergency plans should be described as more than warning and informing. This work is to do with education and awareness alongside increased community preparedness and therefore significantly contributes to building community resilience. The contacts also enhance warning and informing when there is the threat of flooding. - Under flood preparedness a separate measure is required (linked in to communication of flood risk) in relation to the broader education of the public. This should include education of all ages (including children) in relation to the hazards from flood water, how their actions can cause flooding in their area or in other areas e.g. paving their driveways and also the potential ways to help themselves such as individual property protection, having their own emergency plan and knowing whether or not they are at risk. - Under flood preparation - communication of flood risk there should be an additional point to liaise with known vulnerable populations e.g. residential and nursing homes in flood risk areas to ensure they have adequate emergency plans in place.
We would also note that the plans emphasise the importance of flood emergency response and testing as well as community engagement. These items are currently undertaken by many organisations without adequate resource or funding. This may put the ongoing delivery of these measures at risk.
Page 113 Question 5
What measures do you think should be given the highest priority to manage the flood risk in your area?
Please explain what they are and why they should be included?
- With the transfer of local planning to the Council and regeneration to follow in 2016 developing integrated approaches to ensure the effective application of PPS15 is important. These integrated approaches should also ensure that flood mitigation measures across the areas of prevention and protection are integral considerations in the future development and regeneration of the city. Related to this, and as the Belfast City Council boundaries have recently extended, further work is required to understand the catchment wide issues particularly where flooding in Belfast is caused by sources from outside the area. - Multi-agency engagement needs to continue to identify and deliver further options to reduce flooding such as catchment based management, sustainable urban drainage solutions and temporary flood defence options. The roll out of the individual property protection scheme will also be of great interest to residents in Belfast as a large number have no identified physical scheme to reduce flooding in their area at this time. - Alongside these preventive approaches ongoing awareness raising, education and community emergency planning is required. This is subject to resource within the various contributing organisations. - In physical terms the continued identification and delivery of flood alleviation schemes will be vital as many areas of Belfast will not experience reduced flood risk without this. In addition recent flooding has highlighted that maintenance of Questionthe 6 existing drainage infrastructure is essential and it was evident that lack of maintenance as a result of decreased funding contributed to flooding in some Do you see any ways that you or your community can support and contribute to any areas. Again the Council would suggest the need for a proactive and strategic of the measures set out in the draft plan to reduce the flood risk? approach to developing joined up risk based maintenance programmes.
x Yes
No
If yes, explain what could be done. - Belfast City Council has a role to support other responding agencies in dealing with flood emergencies when its residents are directly affected including the co- ordination of recovery. The Council would seek to provide its resources such as buildings, staff, expertise and equipment to assist where possible. If the government continues to implement a scheme of emergency financial assistance, the Council will continue to administer the scheme on its behalf. - The Council is also a key partner in engaging with local communities to enhance their preparedness. It raises awareness across the city and provides resources via its ‘City Matters’ magazine, with a pull out and keep flood insert placed in the June edition each year. It uses other opportunities to engage with residents and has worked with other agencies to support the development of a number of community emergency plans and a flood warden scheme in one area of the city. However resource is limited so it is difficult to extend this work throughout the city. - With the transfer of local planning to the Council and regeneration to follow in 2016 there is an opportunity to develop integrated approaches to ensure the effective application of PPS15 and Pageto ensure 114 that flood mitigation measures across the themes of prevention and protection are integral considerations in the future development and regeneration of the city. - Potential exists within Belfast for the implementation of a wide variety of Question 7
Are there things you think should be done to improve the co ordination of river basin and flood risk management planning? x Yes
No
If yes, explain what could be done.
- It is suggested the plans, in particular the governance and implementation arrangements should be reviewed in light of the changes to local government in terms of the 11 new councils and the delivery of local civil contingencies. Council and policing district boundaries are now aligned and it is suggested that consideration should be given to ensuring effective channels of communication are established with the new councils located in the river basin districts. - It is suggested that the ‘Floods Directive Consultation Network’ should be reviewed to ensure it is optimising coordination to achieve the objectives of the flood risk management plans. There may be an opportunity to rationalise the number of groups but increase the productivity; for example, instead of having a separate stakeholder group and three flood forums it might be more effective to have a stakeholder group for each of the local river basin districts. These groups could meet every four months and report directly to the EU Floods Directive Steering Group. Each stakeholder group could take responsibility for local engagement on an annual basis. This would better support coordinated engagement with local councils as they are eleven separate organisations with no overarching organisation that can effectively represent them on the existing stakeholder group. This is particularly important given that local planning has transferred to councils and regeneration will transfer in 2016. - It is suggested that a more joined up approach at a strategic level would also facilitate more efficient and effective flood risk management planning and implementation. - It is important that the co-ordination of river basin and flood risk management planning continues to be undertaken on a multi-agency basis with the participation of all relevant agencies and the application of joint funded projects where these are the most economical and suitable approach. - More detailed information could be shared at a local level in relation to potential schemes on a wider catchment basis which could reduce the risk at lower levels within the catchment.
Questions on the environmental report:
A strategic environmental assessment (SEA) has been undertaken to consider how the draft flood risk management plan could affect communities and the wider environment. The environmental report presents the results of this assessment and summarises the effects that are significant for the river basin district.
Question 8
Page 115
Do you agree with the conclusions of the environmental assessment? x Yes
No
If not, please explain why.
Questions 9
Are there any further significant environmental effects of the draft plan which you think should be considered?
Yes x No
If yes, please describe what they are.
Question 10
Are there further mitigations or opportunities that should be considered for the plan?
Yes
Page 116 x No
If yes, please explain.
In terms of the Belfast Plan:- - It would be helpful if an appendix could be added outlining where the areas for further investigation are? - The plan should be reviewed to include information on the areas of the old Castlereagh and Lisburn Councils which are now part of Belfast? - It is suggested the summary of the Sydenham area be updated in relation to the greenway project? - It is suggested that Belfast’s 2014 flooding be added to the history and included in the areas at risk if relevant? - It is suggested that the areas for community engagement on page 342 should be reviewed following the work which has been undertaken to the Connswater River and the flooding of 2014.
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Agenda Item 5a
CITY GROWTH AND REGENERATION COMMITTEE
Subject: Tall Ships 2015 Update
Date: 22 April 2015
Reporting Officer: John McGrillen, Director of Development, ext 3470
Contact Officer: Gerry Copeland, City Events Manager, ext 3412
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report or Summary of main Issues
1.1 The purpose of this report is to update Members on Belfast’s plans for the 2015 Tall Ships event.
1.2 The Tall Ships Races is owned by Sail Training International, which is a charitable organisation based in the UK, who organise races and events for sail training Tall Ships in many parts of the world. The organisation was originally established as the Sail Training International Race Committee which organised its first race of sail training Tall Ships back in 1956.
1.3 This will be Belfast’s third Tall Ships event, with previous festivals held in 1991 and 2009. The 2015 Tall Ships Race will be staged over a one month period as follows:
− Belfast (Thu 2 – Sun 5 July 2015) - Race 1 − Alesund (Norway, 15 – 18 July) - Cruise-in-Company non race − Kristiansand (Norway, 25 – 28 July) - Race 2 − Aalborg (Denmark, 1 – 4 August) 2. 0 Recommendations
2.1 The Committee is asked to note the report
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3.0 Main report
Key Issues 3.1 In August 2011, Council agreed to bid and stage the 2015 Belfast Tall Ships event. It also agreed to allocate £1.3 million of Council finance to the project, which has an operational budget of £2.3 million, inclusive of Belfast City Council (BCC) support.
3.2 The 2015 festival, which will take place between the 2 and 5 July, will be delivered by arms length not-for-profit company, Belfast Tall Ships Limited. BCC was represented by two elected Members, Councillor Hargey and Deputy Lord Mayor Councillor Spence, who are supported by Officers from the Development and Chief Executive’s Departments. The board of the company is chaired by Dr Gerard O’Hare and has representatives from a range of stakeholders inclusive of: Belfast Harbour; Odyssey Trust; Titanic Quarter; Ocean Youth Trust and the Department of Social Development. In addition, the project is overseen by an Assurance Board that is managed by the Council’s Audit, Governance and Risk section and chaired by the Chief Executive of Belfast Harbour with input from the Director of Development. The delivery structure is illustrated in Appendix 1.
3.3 The following targets have been set for the Belfast Tall Ships event: − Attract up to 60 vessels (40 already, including 15 Class A) − Generating £20 million worth of press coverage − Achieve an audience of 500,000 with 500,000 watching from coastline when the ships leave − Generate an estimated £10 million for the Belfast economy − Achieve £200,000 of sponsorship (achieved by 31 March 2015)
3.4 As the Council is the key delivery partner there are many parts of the organisation inputting to what will be Belfast’s biggest ever event. This input includes: − The Development Department’s City Events Unit in regard to the overall management, development and delivery of the event − The Development Department’s Community Development section in regard to recruitment of 80 plus trainees who will take part in the race to Ålesund, Norway
− Chief Executive’s Department via Corporate Communications section which is
managing and overseeing the entire project’s marketing and communications
− Financial Services, Legal Services and Audit Governance and Risk sections,
with reference to the financial management, legal processes and governance
aspects of the event
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− Environmental Health Department’s Licensing, Regulatory Services, Cleansing and Waste Management.
3.5 The project in turn is supported by a number of other bodies inclusive of: Police Service of Northern Ireland; Northern Ireland Ambulance Service; Northern Ireland Fire and Rescue Service; Tourism NI; Tourism Ireland; Visit Belfast; Translink; Transport NI; Belfast City Centre Management; Belfast Chamber of Trade and Commerce and BBC Northern Ireland.
3.6 BCC’s Corporate Communications section is managing the entire promotional and marketing campaign. In order to ensure that the festival is promoted domestically, nationally and internationally, Corporate Communications has engaged with Visit Belfast, Tourism NI and Tourism Ireland. Details of the campaign and its creative elements are contained on Appendix 2 of the report.
3.7 The Tall Ships event will be the most important event in Belfast in 2015 and it is expected to attract in excess of 500,000 people. A range of activities and additional events have been put together to complement the arrival of the Tall Ships. These will provide entertainment for visitors throughout the four day period.
3.8 The Tall Ships will be berthed along Pollock Dock, Donegall Quay, Clarendon Dock, Queen’s Quay and Abercorn Basin thus providing the public with sufficient access to view the visiting ships. A fleet of around 60 vessels is expected, making it the biggest gathering of Tall Ships vessels in Belfast. In addition to public access to the ships, there would be a range of corporate events on the ships’ decks. These are being sold by a publicly procured company with the revenue generated providing a vital revenue stream for the project.
3.9 The festival activity will utilise key attractions in the harbour, including, Titanic Belfast, the Public Records Office NI and the Belfast MET as a key hub for visiting crew. The festival is also working with key community groups in Sailortown including the Dockers Club, Shared History Interpretative Project (SHIP), the Mission to Seafarers, Lagan Rescue Service and Sinclair Seaman’s Church. In addition, the Board of Tall Ships has adopted five maritime charities as part of the projects outreach programme. These are RNLI; Ocean Youth Trust; Sea Cadets; Mission to Seafarers and Sailability NI.
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3.10 The project is also liaising with the Council’s Community Development staff to engage with community groups from across the city. This will culminate with visits to some of the vessels at pre-agreed times and possibly, subject to agreement and availability, for some of the international crews to visit some of the city’s communities.
3.11 Along the quayside there will be a number of international food and craft markets. These will have a range of continental traders, plus local traders, including some from St George’s Market. There will also be fun fairs which will include local operators. In addition, there will be live street theatre, music and roving entertainment. Again, much of it will be sourced locally via the city’s cultural network.
3.12 The event offers a massive opportunity for the city centre retail sector. Project Officers have met with Belfast City Centre Management, Belfast Chamber of Trade and Commerce and Belfast Visitor and Convention Centre to maximise the retail opportunities of the event for the city centre traders. This will include family maritime movies on the City Hall’s Big Screen during the event to encourage dwell time at the city centre.
3.13 Where practicable, Tall Ships 2015 will endeavour to have pre-event visits of vessels to various ports around the NI coastline. This is subject to the visiting vessels sailing itineraries and would require a resource commitment from the local authorities concerned.
3.14 Finally, the project is working extensively with Transport NI, PSNI and Translink to promote the use public transport. These facilities will include two park and ride sites and a free city centre shuttle service, along with promotion of the city’s new public bike hire scheme – Belfast Bikes.
3.15 Financial & Resource Implications The overall cost of the 2015 Belfast Tall Ships event is £2.3 million. Details of the header income streams are contained in Appendix 3. In addition to the Council’s £1.3 million contribution, there is £400,000 from Tourism NI (formerly NITB) and £100,000 from DSD. The event has also secured significant private sector sponsorship.
It should be noted that if the project produces a surplus this will be paid back to the Council as part of project’s contract.. This happened in 2009 when £70,000 was recouped.
Page 124
3.16 Equality or Good Relations Implications There are no relevant Equality and Good Relations considerations attached to this report. However, the project has the potential to bring together people from a wide range of backgrounds and therefore promote good relations in the city.
4.0 Appendices – Docu ments Attached Appendix 1 - Belfast Tall Ships Delivery Structure Appendix 2 - Belfast Tall Ships Marketing Campaign Appendix 3 - Belfast Tall Ships Delivery Budget
Page 125 This page is intentionally left blank Appendix 1 - Belfast Tall Ships Delivery Structure
Company
Tall Ships
Management 2015 Group Assurance Assurance Board Finance Committee
Income/Sponsorship Fleet Liaison, Crew Entertainment Marketing Event Logistics Committee Placement & Committee Committee Committee Volunteers
Quayside & Public Port Handling Entertainment Working Group Working Group
STI/Fleet Activities Production & Site Working Group Planning Working Group
Transport Working Group
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Appendix 2 - Belfast Tall Ships Marketing Campaign
Marketing Campaign Creative Corporate Communication’s have developed a stylised title for The Tall Ships Races welcomed by the Lidl Belfast Titanic Maritime Festival so that the project website, marketing material and advertisements all have a consistent look and feel. Brand guidelines have been issued to marketing partners and are now available on the project website.
Advertising creative The advertising creative has been designed to be adaptable for each required target audience – from family friendly to the culturally curious and samples of this are given below.
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Advertising
A media plan of £200,000 approved by the Tall Ships Board. The project’s advertising activity will target NI, ROI and GB and start in mid May 2015. This will contain TV, radio, outdoor, internal and external bus advertising and online activity being used to target NI. While radio, online, outdoor in Dublin and Luas line advertising will target ROI and the Dublin area.
Primarily online advertising will be utilised to target GB audiences in cooperation with Tourism Ireland.
Corporate Communications have been successful in procuring an overall campaign discount of 45%, with an advertising campaign value of £334,260, delivered for £200,000.
Buying and designing of the campaign will also take place in-house. This ensures that 91.4% of the budget is being used to get the message to the target audience, while only 8.6% spent on print/production. Standard ad agency ratio would be a 20/80 split between production and actual advertising.
Web
The new look Tall Ships website has been launched. The site is being managed by Visit Belfast with content input from Belfast Tall Ships. Content includes: • Information on ships • Competitions • Offers • Hospitality • Past tall ships events • Crew & Volunteering • Festival programme info • Social media tag board • Hospitality • Visitor information • Programme • Sponsors • How to get there • Blog Posts • Social media There is also a countdown clock to show the number of days until Tall Ships Belfast 2015!
Social media
Corporate Communications have also set-up a range of social media to complement the web. • Facebook – Over 5,300 likes to date (62% female), all through organic reach (not paid for). Profiles on the ships are particularly well received, with some getting up to 80 likes as well as many shares and comments. • Twitter – Over 1,100 followers (65% male) to date and increasing daily. Plan to maximise this tool when businesses get on board with all their maritime-themed events • Instagram – this channel will be set up nearer the time.
Email marketing
Corporate Communications have incorporated a ‘sign-up form’ on the project website so that people can apply to receive a Tall Ships newsletter. They are also linking the event to the Council’s City Matters publication which will run a number of Tall Ships competitions.
Apps
Visit Belfast will be developing an App and ‘skinning it’ with the Tall Ships brand, while Lidl are also developing their own App.
Events
A range of Council events have been used to profile the event inclusive of the 2014 Halloween and Christmas events. The project has also been promoted at a series of holidays expos by Visit
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Belfast, Tourism NI and Tourism Ireland. The Belfast Tall Ships event will be officially launched on the 21 April 2015, at the Belfast Harbour Commissioners. The event will be hosted by the Lord Mayor and managed by the Chair of Belfast Tall Ships, Dr Gerard O’Hare.
Publications
Corporate Communications have been promoting the event in every edition of City Matters since last autumn (circa now 155k). While articles have appeared in: Lidl’s weekly magazine (circa 250k); coverage in Antrim/Newtownabbey ratepayers’ Apr-Jun magazine (circa 75k); Visit Belfast’s ‘Visit Belfast’ guide (circa 70k); Tourism Ireland booklet; Aerlingus’ ‘Cara’ magazine and Royal North Yacht Club annual review (circa 1.5k ).
Press
Corporate Communications have also generated good coverage in local press for ‘one year to go’, launch of Lidl’s sponsorship deal and the launch of the crew recruitment programme, ‘six months to go’. Additionally the Belfast Telegraph have run a double page spread in November 2014 on ex crew member and what they gained from the experience (circa 50k). While coverage via blog posts like What’s On NI, Primary Times, Mumsnet, Love Belfast, Primary Times, etc have been achieved.
PR
As stated the official press launch has been confirmed for Tuesday 21 April, at the Belfast Harbour Commissioner’s Office. While Corporate Communications are working further on developing a full PR plan in the lead up to the event.
City dressing
Corporate Communications are also leading on dressing the city centre in conjunction with the Council’s Tourism, Culture and Arts Unit along with producing event dressing for the harbour area.
Education
The project is also developing a school’s outreach project with W5 and this will be launched after Easter. While Lidl are also linking in with this as they have various education initiatives and have offered up ideas and prizes to support the W5 programme.
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Appendix 3 - Belfast Tall Ships Delivery Budget
Funding/Income Category Amount (£) Funding Belfast City Council £1,300,000.00 NITB £400,000.00 DSD £100,000.00 Sub Total £1,800,000.00
Income Commercial Sponsorship £200,000.00 Park & Ride £70,000.00 Continental Market £90,000.00 Fun Fair £45,000.00 Corporate Hospitality £50,000.00 Merchandising & Programmes £25,000.00 Crew income £20,000.00 Sub Total £500,000.00
Total Funding and Income £2,300,000.00
Page 133 This page is intentionally left blank Agenda Item 5b
CITY GROWTH AND REGENERATION COMMITTEE
Subject: City Centre Regeneration – City Animation
Date: 22 nd April 2015
Reporting Officer: John McGrillen, Director of Development, Ext 3509
Contact Officer: John McGrillen, Director of Development, Ext 3509
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes X No
1.0 Purpose of Report or Summary of main Issues
1.1 The City Centre Regeneration and Investment Strategy, which is currently out to public consultation, highlights the importance of world class events and the animation of the city as important elements of creating a vibrancy within the city centre, attracting overnight visitors and enhancing the international reputation of the city in the global market place.
1.2 The Belfast Integrated Tourism Strategy, which is also out to consultation similarly identifies “improving the quality and international appeal of the events and festivals on offer ” as one of the main improvements required in terms of developing tourism in the city.
1.3 The purpose of this report is to inform members of a number of opportunities for the Council to support a number of large scale events which align with these strategies and which are due to take place across the city in the course of the current financial year.
1.4 The Development Department is currently in the process of commissioning a citywide Events and Festivals Strategy which will provide the policy framework for the resourcing of events and festivals from 1 April 2016 onwards. The events referred to in this report will predate the conclusion of this strategy.
Page 135 1.5 Members are therefore being asked to consider these opportunities in the context of the City Centre Regeneration and Investment Strategy and the Belfast Integrated Tourism Framework. These events will also form part of the overall events programme for the new council in 2015 which also includes other events already funded such as community festivals, Tall Ships, Friel Festival, etc.
1.6 The proposed contributions to these events would be met from the existing regeneration budget.
2.0 Recommendations
Members are asked to:
• Note the contents of this report • Consider contributions to the following:-
− BBC Proms in the Park - £95K − Belfast International Festival - £25k − Belfast Tattoo - £25k − Belfast Pride - £25k − Cyclovia - £15K
Main report
Key Issues
3.1 The City Centre Regeneration and Investment Strategy, which is currently out to public consultation, highlights the importance of world class events and the animation of the city as important elements of creating a vibrancy within the city centre, attracting overnight visitors and enhancing the international reputation of the city in the global market place.
3.2 The Belfast Integrated Tourism Strategy, which is also out to consultation similarly identifies “improving the quality and international appeal of the events and festivals on offer ” as one of the main improvements required in terms of developing tourism in the city.
3.3 The strategy highlights the need to develop a series of six “Signature Events” that have the potential to attract out of state bed-nights and positive international publicity for the city.
Page 136 3.4 This issue was picked up by the Development Committee of the previous Council when considering the issue of competing for international events and it was suggested that the Council develop a citywide Events and Festivals Strategy to inform the types of events and festivals that the Council should allocate resources to in the future. At its January 2015 meeting, the former Shadow Strategic Policy & Resources Committee agreed to commission such a strategy.
3.5 The events which the council will want to consider fall into three broad categories:
1) Large Scale International Events such as Giro d’Italia, MTV EMAs, Tall Ships and World Police and Fire Games;
2) City Festivals which have the potential to attract tourists and have a positive economic benefit e.g. Belfast festival at Culture Night, Cathedral Quarter Arts Festival, Feile, and Titanic Maritime Festival etc;
3) Community based festivals which engage local communities, enhance civic pride and engender good relations and community engagement;
3.6 With the exception of the annual events programme delivered by the Council’s own City Events Unit which is almost solely financed by the Council, almost every other event is funded through a cocktail of funding from various sources including Tourism NI, The Arts Council, DCAL and DSD. The sustainability of many of these events is now under threat due to cuts in the Executive’s budget and the subsequent reductions in the budgets for events within various agencies moving forward. As an example, Culture Night potentially faces cuts from ACNI, DSD and Tourism NI.
3.7 The Director of Development is currently commissioning support for the development of a Citywide Events and Festivals Strategy. This strategy will take into account the resources which will be available from other sources to support events in the city once those budgets become known. It is likely that the strategy will not be complete until summer 2015 and therefore will be used to guide policy from the 2016/17 financial year onwards.
3.8 In recent weeks the Council has been made aware of a number of events which would benefit from a ‘one off investment’ by the Council in advance of the completion of the city
Page 137 events and festivals strategy. This investment is required to either ensure the events can actually take place or to allow the events to be enhanced in terms of scale and impact. Details of each of the events as far as is known is set out in the paragraphs below and whilst the events and festivals strategy has not been developed, each of the events below align with the objectives of animating the city centre, presenting a positive image of the city in key tourism and investment markets or have the potential to develop into future “signature events” which can drive up tourism spend within the city.
BBC Proms in the Park
3.9 In recent years the Council has contributed £100k to the cost of staging the BBC Proms in the Park in the city. This has been a very successful event in terms of both community participation and positive broadcast coverage for Belfast as a city across the key tourism markets of Britain and Ireland. Last year the BBC invested in additional infrastructure to increase participation from 8,000 to 11,000 attendees with tickets being made available for the event free of charge to ensure the event is attended by a broad spectrum of the local population.
3.10 Following a previous approach by the BBC, the Council decided to allocate £100k towards the cost of hosting the Sports Personality of the Year awards in Belfast, in the expectation that in 2015 the Proms in the Park would be broadcast from Fermanagh. The new Fermanagh and Omagh District Council has indicated that it does not have the resources to support the event so there is the potential for this popular event to once again be broadcast from Belfast, in addition to the Sports Personality of the Year. Broadcast events of this nature are important in portraying a positive image of the city in the face of on-going negative perceptions which still exist in the GB and Irish tourism markets.
3.11 The BBC has indicated that if the Council were in a position to make a contribution of £95k, this would ensure that Belfast is included within the locations from which the Proms will be broadcast this year. This would secure significant additional visitors to the city.
3.12 Council Officers have asked the BBC to set out what additional activity it would be prepared to undertake within the city should this funding be made available given the situation with Sports Personality of the Year. In response the BBC has made a number of additional commitments including:-
Page 138 • A variety of programming on television and radio to complement the Sports Personality of the Year assuming the bid to London is successful along with an extensive community engagement programme through the BBC’s “Get inspired” Programme; • A major television and radio event broadcast from the Crumlin Road Gaol as part of the national BBC Music Day which will feature the Ulster Orchestra and musicians from the area; • Provision of interactive displays and exhibitions as part of Tall Ships 2015 and subject to final approvals primetime network wide coverage of the event to a UK and ROI audience of over 5m people.
3.13 The activities outlined above present a real opportunity to positively promote the city in a very positive light to Belfast’s two key tourism markets over the course of the next nine months.
Belfast International Festival (formerly the Belfast Festival at Queens)
3.14 Members will be aware through extensive media coverage that Queen’s University has announced that due to cuts in its budget and the need to focus on its core business of Higher Education, the U niversity is no longer in a position to support the Belfast Festival. Following a number of meetings with the core funders, the festival director, Richard Wakeley has proposed the setting up of a new “not for profit “entity to continue to deliver the festival in 2015, rebranded as the Belfast International Festival. He has also agreed to a future review of the new festival in the context of the Citywide Events and Festivals Strategy being commissioned by the Council.
3.15 The other funders - namely Arts Council NI, Tourism NI and the British Council - are supportive of this approach in principal and have agreed, subject to support forthcoming from BCC, that funding commitments to the Festival at Queen’s transfers to the new entity.
3.16 Each of the funders have agreed to commit the same level of resources as they did in 2014 in order to sustain the festival and have asked that Belfast City Council commits to do likewise.
3.17 Last year the Strategic Policy & Resources Committee agreed to commit an additional £25k, bringing its total contribution to the festival in 2014 to £64k. In response to this
Page 139 investment the festival engaged in a wide range of activity with partners in the community sector and venues across the city. The Festival Director is committed to continuing to engage in this way across the city should the Festival get the support necessary to proceed in 2015. The concept of a Belfast International Festival aligns fully with both the City Centre Regeneration and Tourism strategies. Similar festivals take place annually in cities such as Manchester, Birmingham and Dublin and are seen as critical to the cities’ reputation as centres of cultural and creative excellence.
Ciclovia 2015
3.18 A proposal has been received by the Council from a group called Upbeat on behalf of a number of organisations known as the “Ciclovia Group” which includes organisations such as Sustrans, NI Greenways and a cross party group of MLAs which are promoting the development of the “Ciclovia” concept in Belfast. This is an international movement which promotes the closure of streets within cities in order to facilitate walking and, in particular, cycling on certain days in city centres.
3.19 It is proposed that an event to promote the movement takes place in Belfast on Sunday 14 June to mark the start of Bike Week in the Botanic Avenue/Dublin Road Area of the city. This will also provide a good opportunity to further promote the Council’s Public Bike Hire Scheme which is due to launch on 27 April.
3.20 The total cost of the event is estimated at £30k. The Council’s contribution would be £15k with the remainder coming from DRD (£10k) and a private sector sponsor (£5k).
Belfast Pride 2015
Belfast Pride Festival hopes to offer a broader range of events as part of their 25 Year 3.21 Celebrations. The organisers wish to increase the scale and impact of the event and regard it as an opportunity to promote Belfast as a modern, tolerant and multi-cultural cosmopolitan city. To enable this to happen a one-off contribution of £25k would be required.
Belfast Tattoo 2015
The Belfast Tattoo is a relatively new large scale event in the city which celebrates its
Page 140 3.22 Ulster-Scots culture and has taken place in the Odyssey Arena over the past two years. This event has not received any Council funding to date and this proposal is to allow the event to bring in international bands and to be held over two nights, thus creating a demand for bed-nights in the city. Again it is understood that the funding required is likely to be in the region of £25k.
Financial and Resource Implications:
If approved, the total cost to Council of supporting the events outlined above would be £185k, which would be met from within the existing City Centre Regeneration budget. The 3.23 contributions required are summarised as follows:
• BBC Proms in the Park - £95K • Belfast International Festival - £25k • Belfast Tattoo - £25k • Belfast Pride - £25k • Cyclovia - £15K
Equality & Good Relations Implications
These events will support the promotion of the city centre as a shared space and the participation of all sections of the community in Belfast and beyond. 3.24 4.0 Appendices – Documents Attached
None
Page 141 This page is intentionally left blank Agenda Item 5c
CITY GROWTH AND REGENERATION COMMITTEE
Subject: Cultural Framework Year 3
Date: 22 April 2015
Reporting Officer: John McGrillen, Director of Development
Contact Officer: Brian Johnston, Tourism, Culture and Arts Manager
Is this report restricted? Yes No x
Is the decision eligible for Call-in? Yes x No
1.0 Purpose of Report or Summary of main Issues
1.1 In October 2012 the Cultural Framework for Belfast 2012-15 was agreed. The vision for the Cultural Framework is that: “By 2020, everyone in Belfast experiences and is inspired by our city’s diverse and distinctive culture and arts. Arts and heritage are valued for enriching quality of life and creating wealth, and the city’s culture and creativity is renowned throughout the world.”
1.2 The Framework supports culture and arts in the city with an annual investment of £1.83m through 4 funding streams: - Core multi-annual funding – revenue funding for 52 organisations for 3 years - Community Festivals Fund – up to £10,000 per festival annually - Arts and Heritage Project Grants – up to £10,000 per organisation annually - Creative and Cultural Belfast Fund – support for 7 flagship projects across 3 years
1.3 Each of these funds is designed to support the four key themes of the Framework: Distinctly Belfast, Inspiring Communities, Attracting Audiences and Strengthening the Sector.
1.4 In addition to funding of the culture and arts sector the Council also delivers a number of initiatives directly through the Tourism, Culture and Arts unit or through Service Level
Page 143 Agreements with key strategic partners identified in the Framework. These initiatives are developed to meet specific targets set out in the Framework. A review of Year 1 and 2 has been carried out and this alongside the priorities set out in the Draft Integrated Tourism Strategy has helped inform a proposed programme of work for the final year of the Framework. The programme has also taken into consideration the new Council boundaries and the need to increase access to culture and arts across the city, as well as the reduction in culture and arts expenditure by other organisations. The proposed programme is included in Appendix 1.
2.0 Recommendations
Members are asked to;
- Note the contents of this report and approve the programme of work for 2015-16 as set out in Appendix 1 - Grant delegated authority to the Director of Development for the procurement of services associated with the delivery of this programme, subject to a form of legal agreement being drafted by Legal Services - Agree to renew the Service Level Agreements with Audiences NI and Community Arts Partnership
3.0 Main report
3.1 Key Issues The proposed programme of work as detailed in Appendix 1 has been developed to meet the targets set out across 4 themes of the Framework.
3.2 To support Distinctly Belfast and Inspiring Communities specifically: - Connecting people to the city, its stories, places, arts and heritage - Placing culture, arts and heritage at the heart of Belfast’s ongoing narrative - Removing barriers to participation - Developing shared cultural spaces
3.3 We will promote the use of culture, arts and heritage to animate the city and create vibrant, welcoming places by: - Delivering a project that helps to bring Belfast’s heritage to life by the display and interpretation of artefacts in community and public locations across the city. - Delivering a city animation project that uses public and vacant spaces as a gallery
Page 144 including the use of iconic buildings such as City Hall
3.4 To support Attracting Audiences and Inspiring Communities specifically: - Increasing the number of residents and visitors taking part in culture and arts reaching 200,000 participants and 4 million audience members - Promoting Belfast as a diverse and dynamic cultural city to existing and potential out of state visitors - Removing barriers to participation
3.5 We will develop targeted initiatives, enhance communications and support collaborative marketing and cross selling initiatives by: - Commissioning an annual Belfast Audience audit and research report - Supporting community and individual ticketing schemes to increase access to activities in the city - Support marketing of flagship Creative and Cultural Belfast projects - Developing a citywide online and offline marketing and audience development campaign
3.6 To support Strengthening the sector specifically: - Providing opportunities for organisations to develop and diversify their income streams - Developing a better infrastructure for skills development in Belfast
3.7 We will support employability, facilitate skills development and training to help generate £8 for everyone £1 we invest by: - Delivering a training and development programme for the cultural sector - Co-ordinating sector forums such as visual arts forum and festivals forum to help share resources, promote best practice and provide opportunities for collaboration
3.8 The impact of these initiatives will be monitored and evaluated through the new culture and arts Outcomes Framework.
3.9 While many of these activities have already been approved by the relevant council committees, there are a number of projects which require budgetary approval for the coming year. Details of these specific activities are outlined below (3.11).
Page 145 3.10 The planned programme of activity for the coming year is significant. It includes:
- Delivery of the flagship Creative and Cultural Belfast programme, with three major productions scheduled for later in the year, with a combined funding allocation of £285,000 from the council. - Delivery of Community Festivals Fund – supported by resources from DCAL – to assist a minimum of 15 festivals and events across the city. - Management of £1.37 million of core multi-annual funding to key organisations. - Allocation of £160,000 towards arts and heritage project grants. - Development of a new ‘City as a Gallery’ project - curating an ambitious programme of historical collections and contemporary work in a range of innovative locations across the city. - Continuing work to attract new audiences to Belfast’s culture and arts based activities through a series of audience development initiatives. - Provide capacity building support to cultural organisations to help them diversify their sources of income.
3.11 Financial & Resource Implications Specific projects requiring budgetary approval for the coming year include:
- Distinctly Belfast/ Inspiring Communities - £65,100 including Service Level Agreement with Community Arts Partnership, “City as a Gallery” project and “Bringing Belfast Heritage to Life” project - Strengthening the sector: £35,000 to develop and coordinate the work of the Belfast Festivals Forum and Belfast Visual Arts Forum and £40,000 for Strengthening the Sector Training & Development Programme. - Attracting Audiences: £70,000 to support service level agreement (SLA) with Audiences NI, provide marketing and communications support to flagship projects to increase access for targeted groups and review of marketing roles and responsibilities for culture and arts activity.
3.12 Equality or Good Relations Implications The Cultural Framework was subject to a full Equality Impact Assessment and relevant equality and good relations implications have been taken in to consideration.
Page 146 4.0 Appendices – Documents Attached 4.1 Appendix 1 - Cultural Framework Year 3 Action Plan
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Cultural Framework Year 3 Action Plan
Unit Strategic aim/objective Proposed Action Expected Outcome Target Approval/ Other As measured by Budget resources/ Framework of arts stakeholder outcomes Cultural Framework: Delivery of ‘City as a Gallery’ by curating Individual capabilities: Contribute to: Approval Council partners exhibitions across the city through display of Pleasure – feel good 200,000 pending – City Hall Distinctly Belfast: Connecting historical collections and contemporary work participants people to the city, its stories, in accessible locations including popular Affiliations – DCAL places, arts and heritage attractions, vacant spaces and public realm. connecting with, and 4 million feeling that you are a audience £40,000 Ulster Museum Inspiring Communities: Strand One: member of the Removing barriers to Working with a range of partners in Belfast to community Use of 10 Belfast Festival Page 149 Page participation; transform a number of vacant spaces in both vacant spaces Developing shared cultural city centre (retail) and in community locations Community assets: for pop-up Visual Arts spaces into pop up galleries and hubs for exhibitions, Social capital – galleries/ Sector community arts displays and public artworks. increased networks exhibitions and and co-operation events Attracting Audiences: Increasing Strand Two: the number of residents & Transformation of iconic buildings such as Capital assets: One flagship visitors taking part in culture and City Hall through large-scale community and preservation and event to arts international art projects. sustainability of animate public physical assets realm and Tourism Strategy : Product Delivery of a flagship event to animate iconic buildings development: Contemporary art building in the city helping to drive footfall and Societal resources: & design increase accessibility. This could include a Increase in good will Increased live public art project at City Hall with and value of the arts sense of outreach activities and workshops across the community city. Excellence – creation and civic pride of quality art
Unit Strategic aim/objective Proposed Action Expected Outcome Target Approval/ Other As measured by Budget resources/ Framework of arts stakeholder outcomes Cultural Framework: Delivery of Bringing Belfast Heritage to life Individual capabilities: Contribute to Approval City venues project including display and interpretation of Pleasure – feel good the Belfast pending Distinctly Belfast: Promoting the Belfast artefacts in community and public Story with 4 value and authenticity of the locations across the city. Learning & increased permanent but city's heritage skills mobile displays £10,100 Community assets: across the city. Social cohesion Increased perception of the value of
Page 150 Page Belfast’s heritage Cultural Framework: Through Service Level Agreement with Individual capabilities: 50 partner- Approval Community Arts Community Arts Partnership support the Learning & increased ships between for year 3 Partnership Distinctly Belfast: development of community and arts skills community pending (SLA) Connecting people to the city, partnerships by providing training, advice, and arts its stories, places, arts and networking and advocacy. Community assets: groups heritage Social capital – increased networks £15,000 Inspiring Communities: and co-operation Removing barriers to participation; Societal resources: Developing shared cultural Increase in good will spaces and value of the arts
Cultural Framework: Implementation of Attracting Audiences Societal resources: Contribute to: Approval Audiences NI Action Plan including Service Level Increase in good will 200,000 pending (SLA) Attracting Audiences: Agreement with Audiences NI to include and value of the arts participants Increasing the number of research, training, ticketing schemes and Visit Belfast residents & visitors taking part campaign for participation in the arts Individual capabilities: 4 million in culture and arts Pleasure – feel good audience £70,000 Tourism NI Marketing and communication support for Promoting Belfast as a diverse flagship projects to include Community assets: 10m in positive Tourism Ireland and dynamic cultural city Organisational media Review of marketing of culture and arts in the capacity including coverage (over
Unit Strategic aim/objective Proposed Action Expected Outcome Target Approval/ Other As measured by Budget resources/ Framework of arts stakeholder outcomes Inspiring Communities: city – to include review of marketing roles increased 3 years 2012- Removing barriers to and responsibilities in the city and identify sustainability, diversity 15) participation and address gaps and review and and resilience enhancement of on street opportunities, Establish a Tourism Strategy : digital media and co-promotion across the baseline for city and city venues international Reputation management media development: Marketing activity coverage
Cultural Framework : Delivery of “Get Belfast Reading” project Capital assets: 15 book boxes Approval Community including book boxes in locations across the preservation and at locations granted venues Inspiring Communities: city and support for shared reading initiatives. sustainability of across Belfast Removing barriers to access physical assets Libraries NI Page 151 Page Contribute to: Attracting Audiences: Increasing Individual capabilities: 200,000 £10,000 Verbal Arts the number of residents taking Pleasure – feel good participants part in culture and arts Learning & increased skills
Cultural Framework : Delivery of Cultural Framework's training & Individual capabilities: Provide a Approval Culture & arts development programme. Pleasure – feel good minimum of 5 granted sector Strengthening the sector: workshops, 4 Providing opportunities for Over 100 culture and arts organisations in Learning & increased toolkits, 60 organisations to develop and Belfast will be offered training to include skills hours diversify their income streams workshops, mentoring and networking. In mentoring £40,000 addition at least 4 online toolkits will also be Excellence: Good created. practice Delivery of annual Culture The programme will include a one day event Community assets: Forum on 18 th May – Culture Forum that will bring Organisational together stakeholders from across the city to capacity including For every £1 discuss future of culture and arts in Belfast. increased we invest a sustainability, diversity further £8 will and resilience be generated
Unit Strategic aim/objective Proposed Action Expected Outcome Target Approval/ Other As measured by Budget resources/ Framework of arts stakeholder outcomes Cultural Framework: Co-ordinate Belfast Visual Arts Forum to Individual capabilities: Monthly Forum Approval Visual arts include 5 working groups: Learning & increased meetings. for year 3 sector Strengthening the sector: skills pending Developing a better 1. Governance Monthly infrastructure of skills 2. Training Excellence: Good working group development and promoting 3. Advocacy & Research practice meetings partnership working and 4. Collaboration £12,000 collaboration 5. Events Community assets: For every £1 Organisational we invest a Delivery and support for associated action capacity including further £8 will plan. increased be generated
Page 152 Page sustainability, diversity and resilience
Cultural Framework: Co-ordinate Belfast Festivals Forum to Individual capabilities: Monthly Forum Approval Festivals sector include 2 working groups: Learning & increased meetings. for year 3 Strengthening the sector: skills pending Developing a better 1. Strategy Monthly infrastructure of skills 2. Marketing Excellence: Good working group development and promoting practice meetings partnership working and Delivery and support for associated action £23,000 collaboration plan including billboards contract. Community assets: Organisational For every £1 capacity including we invest a increased further £8 will sustainability, diversity be generated and resilience
Cultural Framework: Implement Art Affects & carry out monitoring, Societal resources: For every £1 Approval Culture & arts evaluation & research Increase in good will we invest a granted sector Strengthening the sector: and value of the arts further £8 will Increasing investment in culture, Following a period of consultation and be generated arts and heritage development an outcomes framework to Excellence: Good £- measure impact of the arts has been created. practice Increased This framework will be implemented across understanding programme delivery to include funded Community assets: on the impact projects. Organisational of Belfast’s
Unit Strategic aim/objective Proposed Action Expected Outcome Target Approval/ Other As measured by Budget resources/ Framework of arts stakeholder outcomes capacity including culture and increased arts sustainability, diversity and resilience
Cultural Framework: Delivery of Creative & Cultural Belfast fund Societal resources: Contribute to: Approval Arts Council of Increase in good will granted Northern Ireland Contributes to all 4 strategic Administration, monitoring and evaluation of and value of the arts 200,000 funding of themes with additional focus on approximately 7 large-scale grants participants £450,000 across Inspiring Communities Community assets: £150,000 3 years secured. Project support across 7 programmes of Social capital – 4 million
Page 153 Page events and activities. increased networks audience Central Grants and co-operation Unit 4000 artists’ Individual capabilities: contracts Pleasure – feel good 700 volunteers
1.5m external funding
Cultural Framework: Delivery of Community Festivals Fund Community assets: Contribute to: Approval DCAL funding of Organisational granted £72,500 Contributes to all 4 strategic Assessment and moderation of approximated capacity including 200,000 secured themes with additional focus on 150 applications. increased participants Inspiring Communities sustainability, diversity Central Grants Administration, monitoring and evaluation of and resilience 4 million £150,000 Unit approximately 20 grants audience Community assets: Community, Social cohesion 4000 artists’ Culture & Arts contracts sectors Individual capabilities: Pleasure – feel good 700 volunteers
1.5m external
Unit Strategic aim/objective Proposed Action Expected Outcome Target Approval/ Other As measured by Budget resources/ Framework of arts stakeholder outcomes funding Cultural Framework: Delivery of Arts & Heritage Project Grants Community assets: Contribute to: Approval Central Grants Organisational 200,000 granted unit Contributes to all 4 strategic Assessment and moderation of approximated capacity including participants themes with additional focus on 150 applications. increased Culture & Arts Strengthening the sector sustainability, diversity 4 million sector Administration, monitoring and evaluation of and resilience audience £160,000 approximately 20 grants Excellence: Quality 4000 artists’ product contracts
Page 154 Page 700 volunteers
Cultural Framework: Delivery of Core-multi annual funding Community assets: Contribute to: Approval Central Grants programme. Organisational 200,000 granted unit Contributes to all 4 strategic capacity including participants themes with additional focus on Administration, monitoring and evaluation of increased 52 core multi- Strengthening the sector 52 grants sustainability, diversity 4 million annual clients and resilience audience £1.37m
4000 artists’ contracts
300 full time jobs a year
700 volunteers
Agenda Item 6a
CITY GROWTH AND REGENERATION
Subject: CIVITAS Study Visit and CIVINET Conference in Belfast
Date: 22 nd April 2015
Reporting Officer: John McGrillen, Director of Development
Contact Officer: Keith Sutherland, Urban Development Manager
Is this report restricted? Yes No X
Is the decision eligible for Call-in? Yes X No
1.0 Purpose of Report or Summary of main Issues
The purpose of this report is to provide information to elected members on the CIVINET / CIVITAS programmes and seek approval for the attendance of Members on the proposed Study visit to Ljubljana, Slovenia as part of the CIVITAS Activity Fund.
CIVITAS is a European programme launched in 2002 aimed at creating cleaner and better transport in cities. Since then it has provided funding of over €200 million for innovative transport projects in 60 European cities. CIVINET is funded by CIVITAS as a UK & Ireland network that brings together local authorities to achieve “more sustainable, clean and energy efficient urban transport systems” and the Council became a member in 2011.
Through CIVINET the Council can access resources on good practice in sustainable transport policies / initiatives and access future CIVITAS funding programmes. A small grant from the CIVITAS Activity Fund has been secured for a study visit to Ljubljana/Slovenia to meet local authority representatives and exchange knowledge. 2.0 Recommendations
Members are asked to: • approve and nominate two members to participate in the study visit to Ljubljana in May 2015; and • nominate up to six members to attend the 30 th April Belfast CIVINET Conference.
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3.0 Main report
Study Visit to Ljubljana The Council secured a small grant through the CIVITAS Activity Fund which provides resources for local authorities to exchange knowledge from CIVITAS demonstration cities. The selected demonstration city is Ljubljana, which has implemented a number of sustainable transport measures that increased the quality of life for the inhabitants such as a public bike share scheme, new pedestrian areas, linked green spaces and squares closed for motorised traffic. The changed approach to sustainability has been developed over a relatively short period with Ljubljana awarded the title of European Green Capital for 2016.
The Council is launching its public bike share scheme on the 27th April 2015 as a high profile active travel project for Belfast. There are some challenges in that Belfast does not yet have the same levels of established cycling culture, therefore it is important to learn from comparative cities how to change attitudes and ensure longer term success.
The Activity Fund will provide a grant of £2,500 to the Council for a study visit to the city to meet local authority representatives and exchange knowledge. It is proposed that a group of four delegates (2 officiers and 2 elected members) take part in the three day study visit to Ljubljana. The study visit will focus on the development of the Ljubjana public bike share scheme, the process for citizen engagement and the role of elected members in the process. A proposed draft programme is attached in appendix 1. Following the study visit the Council willh have to produce a final activity report on the outcomes of the visit for further dissemination in the CIVITAS community.
Belfast CIVINET Conference On the 30th April 2015, the Council has agreed to host a CIVINET Conference in City Hall called ‘On the Move’ with a focus on cycling and connectivity. The programme is attached in Appendix 2 and members will be able to attend free of charge.
Financial & Resource Implications The projected cost of travel and accommodation for the study tour to Ljubljana is covered by the CIVITAS Activity Fund. CIVINET have offered a number of free places to elected members and officers who wish to attend the CIVINET Conference on the 30th April.
Page 156 4.0 Appendices – Documents Attached
Appendix 1 – Draft Programme- Ljubljana study tour Appendix 2 - Belfast CIVINET Conference Programme
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Appendix 1: Draft Programme – Ljubljana study tour:
ACTIVITY PARTICIPANTS EXPECTED OUTCOMES Day 1 Introduction and Welcome BCC Members and Officers to meet Ljubljana counterparts Presentation – Introduction BCC Elected member Better understanding of Belfast Belfast context requirements from the demonstration city Setting the context Presentation –Overview of Anne Doherty Belfast Set the Belfast Transport policy context the Transportation in Public Bike Share Better understanding of the ‘Belfast Belfast Project Manager Culture’ in comparing the two cities and their transportation system Overview of Ljubljana Ljubljana Better understanding of the ‘Ljubljana transportation system representatives Culture’ in terms of transport – what was the baseline from where they started. Tour of Ljubljana to gain an BCC / Ljubljana Better understanding of the ‘Ljubljana overview of the city and the representatives Culture’ - the buy-in of participating transport network elected members. Understanding of the planning and regeneration context. Day 2 Less Car Intensive lifestyles Presentation on the Ljubljana Understand the development process Ljubljana Comprehensive representatives Innovative planning process Cycling Strategy Improved and new methods of citizens engagement Workshop Discussion - All Shared learning Process, citizens Exchange of experience engagement process, political buy in, innovative promotion ideas Presentation – Bicike, Ljubljana Understanding the Slovenian public bike public bike share system representatives share system. Focus on the success factors / best practice Workshop: “Lessons All Learn firsthand from the demonstration Learnt” How can Belfast city- avoid any pitfalls through learning apply the lessons learnt in from the Slovenian experience Ljubljana. Lessons learned in regards of • Member involvement • Citizen engagement • Participation • Safety / Operational issues • Expansion / Integration • Financial viability Study tour: Tour around The Belfast delegates want to learn Ljubljana using the Bicike among others about the area coverage, bicycles to review the set up the user friendliness, movements and of the docking stations and service requirements from the pioneer discuss operational issues. city. Day 3: Bicike Scheme
AM Bicike in detail - eg The Belfast delegation wish to explore if Innovative promotions this good practice can be transferred to interactive cycling map Belfast. Challenges – vandalism etc Detailed knowledge of planning and Links with institutions – operational issues Universities / Employers
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Page 160 Appendix 2: Programme CIVINET Conference
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